$500K to $1M: The Leadership Shift That Changed Everything

I think 0 to 100,000 many times is like can you do the work? Getting to $500,000 is many times a function of can you sell? In order to be able to go from 500,000 to a million, you now have to leverage the labor of other people, organize it, create systems around it and then lead those people so they want to still work for you. What's the low, the lowest leverage task that is not actually moving the business forward, but then also like what do you, what do you hate doing? And, and then what are you not good at doing? So those are, I have to kind of triangulate those three because if you just hate doing something, even though it might be a little bit higher leverage, it's still going to suck the life out of you to where you don't even want to go to work every day. And if you don't want to go to work every day, good luck trying to get other people to work for you. And they want to somehow love their job. And so I kind of look at through those three lenses because some people actually love admin. They're super good at organization and so they should actually focus on like creating systems for selling over the phone, modifying the website, using technology. They actually really get an admin and organization. But what they probably lack in is the ability to sell. And so that's what you have to go find a salesperson. And so it's constantly a function of like where can I recruit to plug the holes in the business. But the challenging part for a small business that's doing 500, 600,000 is like you don't have the capital to go find an actual like A plus player and then pay them for a role that is taking up 20% of your revenue. It's a very scary proposition when you're going out and recruiting is that you're literally giving all your profit away to get on onboard an employee that yes, hopefully will double the business. But that short term pain is why so many business will stall around that size. I kind of look at it as like there's three different functions in most service businesses. There's sales, there's operations and admin. Said otherwise. It's like sales, I get the work operations, I do the work admin, I grease the gears of the business. So payroll taxes, etc. And so you know, when it comes to, okay, I have now established that I am very good at sales. I hate operations and I'm decent at admin. Okay, great. I probably need to find an operations manager if I'm trying to scale of a million dollars. And so in finding that before I go find that person, I'm going to first define what does the, what does success look like for that role? Is it that the crews are, crews are efficient, that the schedule is booked out? What are those units of success? I'm going to usually tie incentives to those metrics and then I'm going to create training as to how they hit those metrics. And so that way when that person steps into that role, they know exactly what to do and what good looks like so that I don't just like, hey, first off, you got to figure out the role. Secondly, you've got to figure out what good looks like. And then third, like, then we will figure out a compensation plan. In the perfect world, I'm able to have those three things identified and clarified before they start the role, setting them up for the highest level of success and meaning I don't need a top 1 percentile of a person that can step into a role and create it for you. I'm usually not going to be able to afford that person. With the advent of AI too, it just allows us to be even more seamless. There's no reason why, leading up to making this higher, I can't have an AI tool recording everything I'm doing, processing, making sops for me on my behalf, using Loom, using ChatGPT, et cetera. ChatGPT. I can make a screen recording, take the transcript from that video, throw it in a chat and say, make an SOP for this. And so there's just no reason why, in my opinion, you can't at least give them, hey, here's where I'm at. If you want to improve this, great. But here's where I'm at instead. And the reason most people will not get the big hire is because they don't have these things nailed down. And they can't afford two to three months of unproductive labor while that person's trying to figure out the SOPs. But every day you're doing their job. So record it. Use screen recording, use AI to be able to create these SOPs. And that's like where I think AI right now shines. And like everyone's like, oh, so scared of AI. Like robots in the future that will come like 15, 20 years maybe we will be out of job of mowing grass. However, right now, the advantage of AI and the companies that will win and even be alive for the robotic revolution will be the companies that use it to be able to streamline operations and make sure that things like onboarding are really, really smooth. The frustrating part with any sort of labor industry is the fact that the employee is compensated. If you're paying them by the hour, the longer the job takes, the more money they make. Whereas the shorter the job takes for me as an owner, the more money I make because the job is done more efficiently. And so that's the constant push and pull and kind of friction between an employer and employee. And so with P4P, it's simply a function of, okay, you get a percentage of all the labor revenue. So the harder you work, the more money you make. We're all going in the same direction, which is we want the job done as efficiently as possible and the customer remain happy and we all speak the same language. I don't have to look over their shoulder. Are they on, you know, scrolling through TikTok? Are they on their phone? They stop at gas stations, like, hey, if you want to do that, that's fine. You will make less money. And if someone else is over here, wants to make more money, they can outperform someone and make two to three times as much if they're hustling throughout the day. And it just didn't make any sense to me why a young hungry person that's been working for the company can for three months, can be making more profit for the business, double or triple in profit. Not just revenue, like profit for the business doubling or tripling. And yet they're making a dollar or two less per hour than someone else has been around there for three or four years, but yet sleeps in the truck, stops at every gas station, takes 48 smoke breaks in a day, and is completely detached from the value of the company. And to high performers, this is attractive because the least, the thing that they want to do the least is work with BNC players that are sucking the life from them every single day. And they have to know that they are literally making the same as this person and they're pulling all the weight. And so it's also a way to kind of like self purge and self clean the business. Because when a new team member comes on in the past, it would take me three or four months. And all of a sudden I get all these stories of what was happening in the field. When I fire them now, it's like within a day or two, if they're not pulling their weight and the crew doesn't feel that way, they're like, hey, we want this person off of our crew because they're affecting our performance. And so it's a self purging mechanism as well, internally for the team to keep only a players. It's a percent of the labor revenue because like materials can get in there and mess things up, et cetera. So it's like we have budget hours and then we have our hourly rate. So let's just say there is 40 budgeted hours on a job and our hourly is $100 per man hour. That's $4,000 worth of labor revenue. Now as a crew member, I would know, okay, I'm making one third of that, which means I am making $1,333 on this job, regardless if it takes me 10 hours, 20 hours, 50 hours or 70 hours. And so how I do the job as efficiently as I possibly can come up with is going to be up to me. How hard I work, whether or not I take breaks. All of that is now up to the employee and them figuring out more efficient ways of doing the work and making sure that when they leave, the customer's happy. Because the thing that people always say, like if you do that, all the quality goes out the window. Everyone just makes mistakes. Okay, great. So what we do is we call yellow slips. If someone has a call back, they have to go back to the job site. There's no more revenue being made, so they're on the hook. And then if there's damage cases, it's coming out of their pay for performance. So we protect their base pay and that's what we would market in terms of their hourly rate. And we make sure that overtime hours and legally everything is dotted and crossed. But when it comes to their bonus, their pay for performance bonus, that is on the table if they don't do a high quality job where their customers leave, complain, they damage stuff. And so it keeps the crew accountable and the push and pull of quantity and quality is met. And that quality control doesn't fall on me as the owner, it falls on the crew. Because now the crew will make sure that other people on the crew are doing a good job. Because if they don't, they know they'll be impacted. It's becoming more like that, like as the brand has grown. I do a lot of social media. So a lot of times, like the team members will watch the videos, they'll see what's going on, they'll hear about P4P. And again, the only people that it sounds appealing to is hard workers. The people who like just, they know, they skate along, they hate the system. Now we're getting to the Point where there are hundreds of applicants every week coming into Augusta just organically through the website. And it is, many times it is after a year, two, three years of a location, being in an area and all, all of those other employees that talk to each other at gas stations, etc. Start feeling oh I can like, even though their base pay is the same as what I'm making, people are making 5, 10, $15 more an hour. And it's if they're hardworking, I want to be over there. And so it's, it is very much of a long term brand play that to just attract the best talent and the objective is not to put other competitors out of business is a function of, I hope that they just adopt P4P. Like we have it made for the public and we create software, we have free training and books about it. So like it's all there, anyone can do it. And our goal is to change the level of professional in the landscaping industry. And to do that I put pressure on my competitors who have to adopt these systems. And so if they want to retain their people, my goal is that we get so big that they have to use P4P, they have to do open book management, they have to do profit sharing in order to retain their best people. Because it's easy to pay. Well, it's lazy to pay by the hour because all I'd have to do is track their time. At the end of the week I write them a check. P4P does take more work. You have to have budget hours in every job. You're going to have employees questioning you on your estimates. You're going to have crew members that try to abuse the system. And then there's always the question of like what happens if there's non revenue producing work like oil changes or sharpening the blades or shop work. These are all things that we've had to think of. What about if there's a trainer and then is there someone really novice? Well now the revenue for the day is going to go lower. What happens there? So each of these little things we have to try and create mechanisms for. So there's a trainer bonus, there is a shop maintenance. Like there's all these different ways of manually adjusting P4P to make sure it stays balanced. And it's also difficult to explain to your team. Like they come in never have worked a job like that's always hourly wages. So like I've got to know, I've got to train them on the system. And it can sometimes take three, four, six weeks. For them to really understand it, grasp it and then buy into it. And so that's a much more difficult proposition for an owner than just like, hey, yes, your hourly rate is X. Oh, you want to raise? Yes, I'll give you a dollar. More like this is it takes more work on the back end creating systems around pricing. It creates much more of a transparent relationship with your team because we share all of the numbers. And you better make sure if you're going to share all your numbers and you're going to pay them based upon it, that you better know what's going on. So it's much more work. And the bottom line is what I always point to is like the year I switched, I went from hardly making any money to my crew being I was able to afford benefits for them, pay them about $4 more per hour as well as I worked literally 5% of the time in the business. And that's actually the year after that when we franchised because I actually had time to do stu. So the results kind of speak for themselves. Once people actually fully embrace the system, it works. What I see over and over again, people like this half baked system, like, well, I kind of do P4P but on big projects I don't or like this other service I do or I don't share the numbers with the team, I only share some of it. Or I give them like a percent. Like they start to hybridize the system and then it doesn't work. And then for that reason they think that the whole system doesn't. If you were to work for somebody, would you work harder for someone that A you liked or, or B someone you did not like? Like, I happen to believe that if you like somebody, you're gonna work harder for them. You're gonna have, you're gonna put the extra, extra mile forward, you're going to pull a little harder. If you don't like them, you're probably like siphon gas out of their trucks, look for ways to damage their stuff. You're gonna say bad things about them with the rest of the crew. It's gonna be bad culture. Well then the question becomes, well, how do I make sure that someone doesn't like me? I hide things from them. I'm dishonest. And so things from your team just realize that they are not going to trust you. And if they don't trust you, they're not gonna like you. And if they don't like you, they're not gonna work.

My opinion, although it is somewhat intimidating to share your numbers with your team, it's also a function of. It does return back to you from a business and economic perspective. And then the argument is, well, if I'm not making any money, I don't want to scare my team. And they all leave. The bottom line is this is the halftime speech from the coach, which is like, hey, guys, we're all in it together. We've got to turn this thing around. And I've had that conversation. I've also had the conversation when we are making a bunch of money. And I wasn't out in the field at all, the crew hardly knew me, and I'm showing up to an offsite meeting sharing about how much profit we made. And so that's when it leads to, you can't do just open book management. I've also got to have profit sharing, which is, when we make money, I will give you a chunk of it. And so when you start giving out thousands of dollars worth of profit sharing, they still want that number to be bigger. And so in my opinion, there's really no reason not to open up your numbers or they're a mess, or you're commingling funds with personal funds and accounts, et cetera. That's usually honestly why most people can't do profit open book management and they can't do. Prof. Is because they don't actually have clean books right away. I think right away, because when you're small, it's that, you know, we're a team, we're a band, we're the underdog. And you rally around that. Like, and also when you're growing and you're super small, like, you're 2000-004000-00600,000, you're buying more trucks, you're getting more equipment to the team member, they just look at that like, oh, they must be rolling in the dough when you literally might be barely scraping by because you're plowing money back into the business. So if that's the case, prove it to them, like, show to them. And then they will say, oh, wow, like, he's not even making as much as me, but he shows up every single day. He believes in this business. And so I think it's a function of, like, there is no point in time when hiding things from your team is a great idea. And so there's certain levels of, like, a transparency that some people are comfortable with. Like, for example, you know, maybe you don't share how much everyone's making the business. So maybe you don't share how much you're making. Like, These are levels of, you know, the gray area. But ultimately it's like, show your profit loss statement, share what's happening with the debt of the business and if anyone has a question, if you can't answer it, just be like, hey, I don't know, I don't know. I'm trying to figure this out with you guys. And it creates a culture of like, we are in this together, we are figuring this out together. And whether I'm making a bunch of money and giving a piece of it to the team or I'm making no money and I'm still showing up and working 14 hours a day, we all are on the same page and there's no bickering or backbiting or people saying stuff about the owner that are not true, but simply in lack of information being flowed. Nothing, nothing good is going to come of that. In terms of the culture. The reason like most owners get really frustrated by the fact that, you know, why don't people treat the business like me and like, ultimately you own the equity so no one's going to necessarily treat it like you. However, if you want to get as close to that as possible, the two things you can do is given the information that the owner has and the compensation that an owner has. So in my opinion, the compensation of an owner is the harder I work, the more money I make. And the information of an owner is I have open book management. I see the numbers, I know what's going on. The reason you work so hard and you're so efficient is because you know that if you don't get this job done tonight that you're going to lose this customer if you don't get this project wrapped up this week, we're going to be overbooked next week. So like you have full information and so if you can't share that with your team, I would employ you to clean up books, do whatever is required so you can share the information because then you at least get that discretionary effort that is unlocked when they have the information and the compensation like you have. Create landscape in this course for free for, for the community and started sharing all the systems and stuff. And it was fun. I enjoyed making the content. But ultimately what I found is like, people just look to me as like a content creator, maybe a consultant. It was like an optional thing. And so what. I was always frustrated by the fact like I saw the impact the pay for performance had on my business and yet like the, the amount of people doing it was like so low. I had a free Book free course I had software that they could run P4P from all of that and just low adoption. And so like hey great. The only way for me to be able to actually compete to see these systems change, the industry is actually compete with every single person. And so that's when we started franchising. And so we have 180 locations now we want to get to a thousand. I think if we get to a thousand we'll penetrate enough of the market to our work. There's 600,000 them in the US alone. But in terms of geography we would be competing with most of them. And so by doing that we put the pressure on them to answer their phones 24, 7. Like we do get pricing to customers immediately. Like we do use pay for performance like we do. And so like the systems that we, we live by will inherently be required to compete with us. And by doing that then the customer starts to demand that improved level of service. And that's how we kind of elevate the whole industry. So as much as I don't want to like, I don't want to see anyone hurt or like, you know, our competitors quote unquote be hurt. It's a function of in order for to listen they have to compete. And we can see directly when we move into a new market. I can see people sign up for pay for performance software. They get home service web design, they use co pilot CRM. Like they start to actually formalize the systems of their business. And that's the whole objective. Yeah, the first 10 are really difficult because you have no track record. Right. So I still don't know why they all joined. There was a first group of 10 I kind of pre sold and they all came and yeah, like you look back and kind of cringe at like the level of support you had, the training that you did, but just evolution like every year just gets better and better. We offer more support, you put more infrastructure in place. Command center now does like all their phone calls and can run their payroll and do their email, like manage a lot of the admin side of things for them. You know, even the sales perspective now we have like instant pricing on the website and we have you know, AI to be able to do a lot of the pricing. So like that's all good now. But like at the beginning how I got them, I have no idea. I think I only had like, I want to say like 8 to 10,000 subscribers on YouTube. Maybe less actually would have been like 6,000 subscribers on YouTube. So like it was from that like, that's where they came from, but you're basically giving them anything. It's like, hey, I'll give you a bigger tier territory, I'll give you a lower initial fee, like, just get them in. And so, yeah, I'm very appreciative for the first 10, the first 30, even before there's really any proof that we're even going to survive. Most franchises don't survive because there's a lot of them that start, but very few that actually stick around for a very long time because it's a very difficult business. And I can talk about that more. But, yeah, how we got the first 10 is really just the content. Yeah, like, everyone has this idea that they're going to franchise their business. And, you know, it's, it's, it's funny because, like, if I say anything negative about franchising, people think I'm trying to like Gatekeep franchising. So. But it's also a function of, like, the only people who know how it actually feels is the people who have started them and actually know what's going on. Because you're going to talk to every franchise business consultant and they get paid for to set up your franchise documents and your FTD and your operations manual, you just need 50 to 100 grand and you can get that done. And you are now a franchisor is a very different business than selling the franchises and it's a very different business than supporting the franchisees. And those are very different functions. It's nothing to do with lawn care, has nothing to do with your actual service. You are now in the business of coaching, in the business of mentorship. You're in the business of marketing and you're a marketing agency, you are an advertising agency, you're a content creator. So, like, it's a whole different business. And I think that franchising is going to get completely changed up in the next several years as a lot of private equity has moved in and bought out the legacy brands. And because of that, the way that they will market is simply based upon their reputation and their brand, which is valuable. But you're seeing cracks in this. Even like with Subway, where now there's thousands of locations closing, they completely overwhelmed the market with locations being right next to each other. They did not operate in the best owners and the franchisees. And for that reason, now the brand is suffering. And for years they could just skate by with the fact that, hey, we're a Subway, we're the best, like, just by us. That doesn't Work in the long term if you don't support the owner. So if the franchisee doesn't have great unit economics, if they're not growing year over year, same store sales aren't going up. If you're not supporting them adding more and more every single year, then your brand will eventually fail. And most of the time the challenging part with franchising is you really usually have to get to 100 plus locations to become profitable. And if you look at almost every franchise, the ones that are successful get past 100 locations. If you don't, you usually die. The reason for that is because you need to be able to from the get go to attract your first hundred owners. You need to be able that require really 100 locations worth of revenue. And so you're going to burn a bunch of money. So either you have private equity behind you or you have a debt or you're going to have a cash flowing business. And many times what happens is people have one cash flowing business or location, they go start this franchising thing and they dump all their money into it. Now they do a poor job of both because they can't really do and now the first business suffers and other economics of their primary location suffers. And so I just see over and over and over again that people who say I want to franchise my business don't actually know what they're doing. They think they're just going to scale, they think they're going to create some documents, people are going to show up and give them money. And if that's the mentality you have, you will not succeed as a franchisor. And it's just simply in the numbers. Like new franchises started last year, less than 5 of them statistically will be around in 5 years. And so like the, the ability to actually stay in business as a franchisor is extremely difficult. And people just simply think they can sign some documents and the people are going to show up and give them money. And that's if that happens, you're in a world of hurt legally. And so yeah, that's why there's so many bad actors. And unfortunately the franchise didn't get a bad rap because of the 90% of people that just jump into it thinking it's so easy. And they don't give support to their owners, they don't do things on the best interest of owners. And for that reason, when we started like I was like, okay, great, you can leave at any time and there's no fee, you can take your customers at any time. We will Give you your initial feedback if you just stay inside the systems for five years. So I just try to like build the franchise in a way like I would want to join it. I was a franchisee at Anytime Fitness beforehand, so I kind of knew like the pros and the cons and so I just try to make it like a no brainer as much as possible. The level of success and the success rate of being a franchisee is so much higher. Assuming you join a system that is going to support you, is going to do a lot of things, especially from zero to a million. Like there's so many things that a business owner has to do that you can just take off your plate as a franchisee. Your website doesn't. You don't have to worry about branding and logos and colors and marketing schemes and your printing. Digital stuff. Like all that taken care of, your email is set up for you. Like all of these little things that clutter up the mind of a business owner. Take it off your plate and then you guys focus on growing the business. And that to me is the advantage of a franchise system. And the reason, like I'm a big believer in franchising and why it even came up in my mind because I owned Anytime Fitness and I remember thinking like, why in the world would anyone start a gym that's not a franchise? Like I don't even know how you make this, the math work. And so I try to just take a lot of their principles and apply it to the, to a service based. The first few years was really just a function of me, like sharing all the things that I was doing wrong in business and what I was changing. So pay for performance, estimate video, all the systems we talk about. And that was literally just me in my bedroom, up against the wall with a whiteboard. And I think that got to me, got to make 8,000 subscribers and very, very niche content not produced, no edits, just me standing up against the wall. As time went on, there was one of our guys out in the field, was a friend of mine and I knew he was kind of like looking at something besides lawn care. He'd worked for me for three. I said, hey look, if you can stick around till June 2020, I will get you full time doing media. Because I knew he liked cameras and video equipment, et cetera. Well, all of a sudden like that was like, well, Covid hits. So I pulled him right out of the field a little early and said, hey, let's go full into this. And so that's when we started creating content More religiously. And like every single year for the past five years, it's just been a function of as we make more money on the media, we just spend more. And so like it's very much the Mr. Beast idea, like just make better videos and pour money into the videos. And so like today like even up to there's probably 10, 11 team members full time on the media only and you know, over $2 million that we'll spend on like the traveling and we go out and do these turnarounds and create free courses and all this stuff. But just a function of like, it's the marketing branch of the business, whether it be for the CRM, for the software stuff, for the franchise, like all of that. Like we do tons of websites, it's all just from the content. So I look at like the marketing machine that happens to pay us and if we can just break even on it and just keep scaling it up and, and hopefully generate more leads for the businesses.

It really depends. Like if you want to become famous, then yes. And again, when I say famous, I just mean awareness. Like people know who you are and if that somehow aligns with your goals of like, you know, if you want to help your industry, if you want to help other business owners, then yes, if you want to make more money, this is what I suggest. 99.9% of people do in home services or any local business is you become the mayor of your city. And everything that happens in your local area, you comment on it, you post about it from the framework of a landscaper, the framework of a barber, a framework of a builder, like whatever you are for your local community. And then people come and follow you because they know you are tapped into your local ecosystem. And so if you want to make more money, that's what you do. If there's a new mayor in town, you're like, go mow the grass for the mayor, take a picture, say welcome to the community, blah, blah, blah. Like every single business owner can become the mayor of their city on social media, where everyone in your local area wants to follow you because you are the digest for what happens in your local town. And that can be 5,000 people, that can be 50,000 people, that can be a hundred thousand people. The smaller the better because you become a micro influencer in that area and you will absolutely generate more leads, but generating content about your day, how you feel about your business, the things you're changing your business. I'm going to tap into like 0.01% of the people that watch Your video will be in your market and will be a potential lead. And so be very clear as to what. Am I trying to be famous or am I trying to make more leads? And if you're trying to make more leads, stay very narrow on the scope of your demographic. When you're, if you're showing a project, show Main Street. We're in Main street here in Bellingham. Or like, show all the landmarks of people. Like, oh, this is. This is for me. And yeah, just. It's a function of. Which one do you want? Yeah. And I think even as we go into an era of AI, it's even so much more important for a personal brand, because inherently a personal brand is human. A human make mistakes. AI doesn't make mistakes, and it's perfect every time. And so the imperfections of you behind the camera, or not being able to say words correctly, et cetera, is actually differentiates you from AI. And so inherent mistakes are inherently human. And so I think most people are afraid to get in front of a camera or record what they're doing or a project they're on. What if someone picks me apart? You are human, and that is what differentiates you from AI. And I believe that's actually a huge win for you to get behind the camera. A further reason as to why you should share about what you're going through. Yeah. And once people know like and trust in your local community, the likelihood of them buying from you is much higher than someone they see another ad from. And so that's where creating personal social media content is going to win. And like, why being an influencer, even if that means in your local market is so important because it drives customers. They'd be like, I just want to make a bunch of money. Great, you still need to do this. The reason for that is because you can get customers for nothing. And so even if you want to make more money, if you want to be famous or if you just want more leads, like, regardless, like, make content, be a human, make mistakes in front of the camera, share what's where your wins and your losses are, and more importantly, be very clear in terms of what your demographic and your target audience is. Is that local or is. Am I trying to actually talk to the entire country? I think it's more a function of like, what's your bandwidth for this? And so like, when I start looking at like all the things you're doing in the business, can I. Is it. Is posting a social media going to make me money today? Probably not. Building a personal brand? No. I might get three views on my first video. You're not driving any awareness. Your time would probably be doing a follow up phone call and closing three jobs in the next hour instead of making this content. And so there's very much a balance and social media and brand building is very much of a long term play. So I would look at it like I'm planting the seeds. I'm going to spend some time in my discretionary time, the evenings, the weekends, et cetera. I'm going to be putting the seeds in. So it goes from 3 views to 5 views to 10 views to 40 views in one day. Maybe I'm going 100, 200 views in my local area, 20 which have my demand for my service and they're going to buy from me. But right now like today you probably need to pick up the phone, do a follow up phone call. You probably need to go sell the next job. You probably have the person that's waiting for estimate request form that you need to go, you need to go to their house that's going to put food on your table today. And it'd be stupid for me. And there are influencers that say like yes, just do social media, just make content like look, I need also provide for my family here. And so I think it's like long term. I need to plant the seeds of content. I need to plant the seeds of building the personal brand whether it be locally or nationally. And then I also need to like focus on today working 12 to 14 hours making money. Yeah, just go to mikeandys.com all the courses are free. I just did a new workshop on there, it's completely free. We try to do as everything as we possibly can for free. So it's all on there. And then watch the YouTube channel. We do these turnaround shows. There's one coming out tomorrow. It's really good. 1.7 million dollar business owner that has a lot of ego problems. So we went into the business like an hour and a half long. Hopefully it's helpful. But yeah, I just check all those channels out. Yeah, just go to mikeandys.com all the courses are free. I just did a new workshop on there. It's completely free. We try to do as everything as we possibly can for free. So it's all on there. And then watch the YouTube channel. We do these turnaround shows. There's one coming out tomorrow. It's really good. 1.7 million dollar business owner that has a lot of ego problems. So we went into the business like an hour and a half long. Hopefully it's helpful, but yeah, I just check all those channels out.