CEO Spends Time on Yacht Instead of Office - Episode 037

Hello, everybody. Welcome to the Mike Andy's podcast, where we share lectures, discussions, and insights on scaling your home service businesses. In today's episode, episode number 37 of C Suite Unfiltered titled CEO spends time on yacht instead of office. Mike and Lee are going to be getting into the yacht life self coaching, Augusta turnaround, Landscape Summit website advice and business influencers. But first things first, it's difficult for most people in the industry to find other business owners or other people that they can truly trust to give them crucial advice on how to grow their business. That's why our goal at Landscape Summit is to bring together business owners who have been killing it at every stage of growth to give you insights and connections that are going to last you a lifetime. So we want to see you at the OMNI Hotel on October 16th and 17th in Louisville, Kentucky. You can get all the information you need@mikeannies.com summit. Now, without further ado, we give you Mike and Lee.

What's up?

Not much, dude.

Good morning.

Good morning. We're now shooting this in the morning.

Yeah, to the people watching, this doesn't affect them, but to us, it does. So we're gonna try it, mix it up, try it.

In the mornings, we're in the studio instead of at my house.

Yeah. Is there any reason for that?

Now I can have the desk facing the camera, and, like, I can keep the desk my work zone. So, like, in the past, I had one desk in my bedroom and I'd work there, and then we had our pod desk. Well, now I can just. I move this one out of my living room, move my real desk into my living room, and I can do it all in the same spot now.

So you have an actual bedroom?

Kind of, yeah.

It doesn't have a recording spot in it anymore, so. Okay. Yeah, any. That's. That's the only reason. No major developments.

No, I'm trying to move next door into the other unit.

Okay.

And then I'm trying to rent out my space. So why.

So there's. There's another tenant that I want to move out and renovate their. Their unit. So they're being. They're paying, like, way too low of rent. So you can either Jack rents up, which makes people mad and is, like, not really looked on well, or you can give them another place and be like, hey, this is another option. You can live in here and then we'll renovate and then raise their rents on that. That.

Gotcha. Okay.

Yeah. This person was like, like, begging for, like, not us to kick Them out basically when we did all the renovations. But we need to. Now we need to do like three more units. So we're just like raising the rents and then moving them over.

Yeah, because that property is what was built in like the 70s.

70S, yeah.

Yeah, it's an old, old property. Yeah, it's nice. But yeah, the insides, if they haven't been updated. Yeah, we're some of them original insides, are they like 90s ins?

Oh, no, they're like 90s, 2000s. They've been renov. All of them were renovated, but like, none of them are like up to the standard and then where you can charge higher rents.

So how's the vote search going?

The votes are.

Dude, I had that on my notes.

I was like, so yesterday, yesterday, the first day in the boat.

Nice.

I got my license and everything. And yeah, we nailed a feature that I've been working on for years, not years. It's probably been a year since I've been working on one of the features that we want to build next year in Copilot. And so I was just. I just got in flow and like pounded out pages and pages of logic. It's like a very, very complicated thing and it's something I want to show. Conference? Yeah, so I don't want to talk about much.

Public conference?

Yeah, public conference. I want to do a demo of it. I think it's going to blow people's minds out of the water.

So you wrote the code?

No, no, the logic. So I know enough. So I know enough about the code to know, like, what can and can't be done, but I'm not going to actually be able to compile it. But I do understand very clearly, like, what can be done in code and, like, where the problems are going to be at with like retrieving data from databases and stuff like that. So for me, I need to write the logic for a developer to actually go build it. Like, I'm right. I'd say I'm the architect for the builder. I don't know how to build it, but I know how to like, I know what the language they need to know is. And so, yeah, that's what I wrote yesterday. It was probably like five pages. I was just like. It's just like, okay, so if this, then do this. If this. There's so many different ways you can take it.

So they say that. I've heard this and someone might correct me that, like, architecture is harder than engineering. So are you saying, like, is that part that you're doing harder than Code.

I wouldn't say I'm doing architecture. Architecture is a little different. Like you would need no backend and you'd actually be in the database, the actual form of architecture. I'm just. I'd say I'm more doing product development, like figuring out strategy. But I know what that next stage looks like enough to kind of be like, okay, this is not possible. We need to be able to get this data point to be able to extrapolate. Etc.

Are you moving a little faster at Copilot?

Oh, we're finally hitting our groove. I think there's several things we've been doing just to make it better, but we've been moving fast in terms of features because we need to get Augusta. And so this week Augusta is starting to move in to Copilot and there were certain features that we had to get done. So unfortunately we had to kind of abandon our current. What was our strategy in terms of bug fixes? Because we had to get the features done. So I couldn't pull devs from like the feature team to fix bugs. So our bug threshold got a little too high.

Yeah.

Um, and that's really what led to a lot of the stress like, you know, in the last pod and stuff like that. So we're almost done those features. We've gotten like the core loop bugs all figured out. Even this morning, like we figured out finally, Australia is not sending in Twilio text messages. We figured it out, so it's nice. And I'm just creating better structure too, in terms of like, making sure that like, it doesn't affect me as much, like in my head space. Yeah. So I'm creating like incentives for team members to be able, like, be more the firefighters and care more about attrition and bug fixes and things like that. Yeah.

So is the boat already paying for itself then?

Dude, the vote, literally. If you really want to look at it from that perspective, the boat paid for itself yesterday. Yeah, like that feature is something that I don't think any other CRM has really nailed. We've. I've seen the two that have tried and it's like, it's okay, but we never could use it because it wasn't customizable enough. And so when you start allowing a user to customize basically the code by like automations, for example, where you allow them to customize things, it takes a lot of work. So in this case it's something that really. I don't haven't seen anyone else do it, so I don't have a Template I don't really know so I really have to think through like what does this look like? What questions do we ask the customer to ask the user? So you know, it's around automated scheduling but I'm looking forward. I want to do a demo at conference and just, I just want to make it really cool.

Did you stay on the boat? You stay overnight or we.

No, I'm not overnighter.

No. I feel like people want to know about this experience.

It's just a couple hours dude size boat did you get Yesterday was a 20, 24 footer. Okay. Yeah, a little nice one. You know what kind of.

What kind it was?

I have no idea.

Like sea sport.

What are we? I know dude. No, not trophy. No. I had a little bit of an inside cabin area and so I did my test my like to get my license and then I just stayed out. Cool. And yeah, just kept. And I got home and just kept writing code and then, and then I sent it over to George last night. I'm like, hey dude, day one of this new strategy. So I'm trying to get out of the office earlier. I've told the teams that directly report to me, it's like, hey, I have to get off by a certain time. I have eight keynotes and I want to make them all amazing and I only have six weeks and in that six weeks I also have to travel to do shots for the media team. So like technically probably like five weeks and, and I need to make eight keynotes and I want them to be really good. Like usually I'm pretty much like I make my keynote, I kind of like put stuff together and I make my slide deck and then it's like based on my slide deck, I can free flow it. I want to spend more time really just like ironing out my presentation and like I'm not going to have like notes but I want it, I want it to be better.

Yeah.

So I'm going to spend a lot of time making them good. And then after that I'm going to start compiling what I've been working on for a couple of years in terms of the book. So.

Cool.

So we'll see.

You want to tease the book at all? I don't think I even know.

No, no one knows. So since I got my remarkable, I had made started making sketches and I've just kept it in like a sketchbook. And so to be perfectly honest, I didn't think I would write one this soon. I was thinking like in a few years. But definitely watching Alex, how he Launched his book. I was, like, very inspired. Okay. This can be done differently and done in a way that is, like, really helpful for people and. And, like, even seeing some of the things I didn't like about his. And I did like about his. And I really liked the fact that he had a course and, like, a journal along with the book that was, like, as resources. So that was inspiring. Cause, like, that's the way I like to communicate is more, like, video style. So if I can build it like that, but then have the book as, like, also there. So, yeah, it was. I'm gonna start working on it and, like, make. So this is the very first book I technically actual write, like, every single word.

Yeah.

Yeah. Because in the past, I've either had people help me write it, or it's been more technical writing P4P, which P4P has done really well in terms like selling copies. But it's just a matter of, like, you know, I didn't write it. It's not. It was, like, a passion. I needed, like, math on there, and. And I did write a lot of it, like, pieces and stories and things like that, but never really every single word. So this one, like, I'm gonna get an editor.

Nice.

And really make it good. And so I'm hoping I can write in the next six to eight months. So I'm gonna do it right. Like, this is gonna be one I want. I want to, like, I'll be proud of.

That's sweet. I'm excited.

Yeah. So it's a lot of, like, like little sketches and stuff I've made in the past. Like, I've never really shared. And it just honestly gave me confidence. Like, see what Alex did? Because, like, he's so much bigger than I am, and he, like, he showed his sketches and stuff, and to me, I'm like, okay. Like, I. These are the things I've drawn out to are valuable, but more importantly, it takes it down for service businesses because his are very general and so a lot of stuff. So I went back to my remarkable and start flipping. There's value here. I could write a whole chapter about this or one diagram or this thing. So we'll see. I, I think it'll be fun.

Yeah.

Yeah. I'm really looking forward to it. I, I, I've never looked forward to writing in my entire life, but now with, like, having the boat thing and, like, knowing that I can just go and just like, really focus on it. And then, like, I've now been setting up structures at the office to put lines of defense between like fires and myself. I feel like I could create something that's like valuable for people.

Do you still let people book one on one calls with you?

Yeah, I restricted those. I allow two of those a month now.

Yeah.

And then still doing them. Yeah, they're expensive as I'll get out. If someone asked me about, right, 800 bucks for 45 or 50 minutes, but I restricted on a two and calendar a month and then.

Yeah, like I don't want to do them. It's just a matter of like, if someone has to talk to me, it's like I have a way you can do that, but you're going to have to pay out to wazoo. And if it's just a question, like, please just do it on a live, live call. So I. I try to do live calls, you know, once or twice a month. It's very intermittent, but I do that mostly. So if someone feels like they have to ask me a question, which usually they don't. But if they feel that way, then they can, they can do it. Sensible.

Yeah, I just figured I'd ask because I think with everything you're developing with copilot, writing a book now, if you're only doing two a month, it makes sense. But also that 45 minutes would make your businesses more than 800 bucks.

Yeah, yeah. But by restricting it to two months, I feel it's like, like if someone really has to talk to me, like, I don't know why, I still really understand like the logic of like that needing to be the case. Like, you can hop on a call and like, yes, other people are gonna hear it, but like it's not a big deal.

Yeah.

But there are people that feel that way. And especially if there's like relationship stuff happening then, or like they're going through a divorce, they want to figure out how to do the business stuff. I understand it's more private. Yeah. So like I do honestly for myself. More like just the being accessible and just having that still available.

Do you think it's also for you a little bit of the reps of like still talking to business owners? I mean, you still do, but do you think it keeps you sharp? Like, all right, this random person booked.

A call with me.

I have no idea what they're going to throw at me.

What's interesting is usually those are not in lawn care and landscaping. Right. Almost all of them. And so that makes a little more sense to me because, like, look, like most of my content is geared that way, but like the last one I talked to was the one I remember is the guy who did like 20 million a year doing insulation and fireproofing stuff. And then another guy, he had a roofing company to like 10 million. And so a lot of them were like, hey, like, where's the next step from here? A lot of them are very unprofitable and massive businesses. And so those I can see where you don't want that to be like public information. Like. Cause you're seen as very, very successful if you have a 10, $15 million business. But if you can barely take two $300,000 home a year, that's like a couple percent profit margin and that's freaking you out like significantly. I can see how like you don't want people to know.

That makes sense.

So but that's usually who's on those calls is not a lot of people.

Someone in that position can turn to other than I guess inside their network of colleagues. Yeah, like they can't. There, there's not someone at their scale or higher that's accessible to them. Does that make sense?

Yeah, no, totally.

So it's like you're an option.

It's honestly just someone to bounce something off of. Right. A lot of times I think most business owners, if they would just, if they forget about who they were talking to and they just talk to someone about their issues, they'd actually resolve a lot of them themselves if they were self introspective enough. Like if you have the ability to be like, oh, I was wrong on that or like then you'd probably actually just like talking through things will help you a lot. So like even like the POD helped me a lot like last week. Okay, like this doesn't make sense. I can just delegate this and like I'll incentivize someone to make sure there's not bugs and I'll make sure like the firefighting is not on my plate and I'll have someone else looking at the messages that are coming in. So if you can be self introspective enough, you shouldn't really need to talk to an advisor in my opinion a lot. You don't need advice. You need to like hear yourself talking. Like, oh, like that's wrong. You know your business the best. And that's why like for most of us, anyone talking to any of these owners, like if you talk to these owners, you'd be able to come up with the same advice as I do. And the reason for that is because when you're looking at someone else's business is very Easy to find the flaws, Very objective. Yeah.

Black and white.

Yeah, it's very easy. I think any of the franchisees could look at most of the coaching calls I do outside of Augusta and be like, oh, like, this is what. They change this because they know the systems, but then it's in their own business. That's when it's always a struggle.

Right.

Like anyone else. Like, this is how I came over to figure out this thing in the past week is like, any. Okay, if someone was talking to me, what would they say about how I should fix this problem of me, like, not sleeping and, like, being super stressed out about all this stuff? And it'd be super easy. I'd be like, okay, well, you need to hire this. You incentivize your executives to take this off your plate, and if this happens, they get penalized, and then that gives them the stress, and then you walk away knowing that someone else is worrying about it. So, like, so then if you can do that, it's not so hard to fix the businesses.

I hate to say it's that simple, but I'll share more a little bit at the public conference, but very in depth with the franchise only running one of your locations. And when I was going through the thick of it this spring, I just stepped back at one point and I said, I do coaching calls every day. So if I were coaching myself, what would I say? In a minute? Very easy. I'm like, if. If these problems in front of me were franchisees problem, what would I say to them, like, heartlessly, what would I just say, blunt, this is what you need to fix. And then I just started doing it.

Yeah.

So it's like that detached self evaluation.

It goes hard. It goes to sort of that, like, strategy is, you know, kind of worthless compared to execution, because strategy is like, anyone literally could look at your business and fix it. It is the execution. That's why even, like, the turnarounds that we're starting to do now with the media team, it's like me going out and telling them what to do. Honestly, I could do that for my studio based upon their intro call and their financials. Right. We're going out there for the media side of things to make it interesting. But whether or not they. They actually fix their business depends on when I leave, what happens after. Because in the next two. Two weeks or two months is delineates whether or not they actually succeed. Because, like, the actual going there and figuring out I could do it for my studio, I don't. Do not need to be There I could tell you what you need to do. Um, and so it'll be interesting because as we have, we do them, we'll come back to them. And that's our. Really, our goal is, like, now that we. We. You know, just from a resource perspective, it's very expensive in my time and just money in general for us to go back a second time for a shot. But I really want to do it because it's going to be. It's going to show what happens.

Yeah.

And I think it's gonna be a great storyline from a media perspective because it's like either a, they listen and change the business, or two, they don't listen, and then everything just falls apart. So the latter will be harder to make a video of because it's like you feel bad for them, but it's very educational. It's very. It's what people need to see because it's so easy. Like, everyone on YouTube jumps on board and starts saying what people should be doing. And if I went to any of their businesses, they'd have problems, too. And so I think the turnaround's gonna be great. I think we're gonna refine it so good. Like, there's a video coming out. Um, when's it. When's this coming out? Like, in the next couple days. Yeah. So, like, probably right around the same time our second turnaround's coming out. It's gonna be slightly better, but then we're going to Louisiana next week for a turnaround. Non Augusta, so in lawn care and landscaping, and it's gonna be a banger. And we're, like, stepping. Yeah, this person knows we're coming.

I can wait to release this.

No, no. This person knows we're scheduling it, but there's things they don't know, so. There's things they don't know, so we'll keep it fresh, and I look forward to keep. I think it's something we can keep refining and make it better. And I really want to replace the profit like lamarcus Lemonis, the prophet. CNBC made a great show for years. Hasn't made anything new for a few years now. And I love that show. That's the best show that taught me so much about business. And so I want to recreate it, and I think we can do it over the next couple of years if we just, you know, keep widening the audience. So, like, the book is going to be. I'm not gonna say anything about. But never mind. That's fine.

Yeah, leave it. Leave it like that. I'm fine with that. Yeah, I've been, I just talking to Liz this morning. My wife and I have been getting back into bar rescue.

Oh really?

I watched an episode last night and it's so good. They like psychologically pushed the owner. Basically like admit like I have given up. And then once he like admitted it then I was like cool, now we can rebuild the business.

Yeah.

But until you admit it's your, your fault and you've given up and stop playing the blame game like we can't fix anything. And it's just so cool to watch like John Taffer operate because like he is the top of the bar and entertainment industry. You are at the top 1% of the lawn care landscape industry. So it's like you just, you just do what I say. But people have to like it's that self pride.

Right? Yeah.

I did want to ask about the.

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The. What are we calling those videos? Transitions.

Turnarounds.

Turnarounds. Thank you. Turnarounds.

So we don't want to brand it yet. We don't know what we want to do with it. So we haven't brand. It's like this is the Mike Yannis channel and today I'm going to like.

Doing a turn around this place.

Yeah.

So recently did one with a franchisee outside of Boise, Idaho. Yeah, his name is Cameron. Give us some of the behind the scenes on that. I don't really have specific questions. It was, it was a longer video, 30 minutes. So what's some of the stuff we didn't see or that maybe it's exclusive to the C suite audience.

So some of it I'm going to hold because I'm going to do a franchisee. Only one once we get the second one out because there's two franchisees that we did a turnaround with and so I'm going to hold some of that like behind the scenes stuff for them because it's more personal. But in general I would say I like it's very difficult to do a turnaround like we're doing with franchisees. It Just is because John Taffer doesn't have to work with that person for the next 10 years in their, in their, in their bar. Right? So he can go in there and say stuff. He can, you know, hurt feelings, he can get people fired. It doesn't matter. And it's a little harder for us because, like, we have a existing relationship and I needed to have a relationship afterwards. So there's a lot of stuff that like, we don't put in the videos because it could hurt. It could hurt the person and it could hurt the brand and stuff like that. So getting outside of Augusta is actually gonna be helpful. And I, and I think that it'll be. I can do a little more from the media perspective and I can say more what I'm thinking because, like, I gotta be a little more reserved. Like, it'd be like if. If you and I were doing a show together, like doing a critique of each other. Like, I'm going to definitely not hold. Say things or not say things publicly because, like, we have a relationship and like, I value that. And so that's something we learned and it's just something that we got to like, work on too. And just being clear, like, hey, like, when we come in, we're. I'm going to say exactly what I'm thinking and like, that could be a problem for you. And if you want me to come a great. If not, listen to your coach because they're going to tell you the exact same thing. So.

But yeah, in terms of behind the scenes there, like, we really. I thought the media team did a great job. It was Terrell's first, first video. He did great. He forgot to put the captions on. So there was parts where you couldn't hear Cameron very well. And there's supposed to be captions, but we forgot to export it when we got it, so. But you know, the next one is gonna be great. It's coming out of Alabama probably the same day this is being shown and. And then next week we're going to Louisiana. So I do not like traveling like this. And that is like day in you shoot and day out, it's 100 plus degrees there right now. Feels like 113 in the shade. It's going to be great. So. But, but yeah, in general, what did I learn? It just, it just so black and white that like I could have said everything I said at that turnaround on a phone call and it all would have been correct. But have, you know, going in person, hopefully there's some extra push there and Whether someone listens, it's completely like, it just. It's on them. Right. And so the same way that like when we talked about problems I'm having, like, it's on me to fix those problems and like be self aware enough to realize, like, I didn't I was doing things right and fix them. And so whether or not owners do that is like a really important thing. And I think it's just so interesting though, the fact that is online that everyone in the comments is the pro all of a sudden. And I just, I always smile when people do that because I'm like, man, like, I got problems in my business. Like, you got problems in your business. Like, the fact that you'd be negative towards anyone that's being, you know, vulnerable online is just incredible.

Yeah. Do you think with Cameron specifically, do you think he's gonna, like, heed your advice? Do you feel like there was some genuine turnaround on his part?

Whether on camera you're going like full barstool here, dude.

Because I know there was stuff that wasn't filmed. I'm not asking you to divulge, you know, anything over the top, but just more generically speaking, like, I'm sure you've sat down and had like dinner with him or something. Like, do you feel like he is. He is going to make an effort to get back within the systems that Augusta claims to.

I don't think has anything with systems. He's in the Systems, he does P4P everything like that. It's. It's not like that. That show. The reason that show could be taken wrong was that it was not about the systems.

Okay.

And I wasn't critiquing the systems. I was critiquing the owner. Right, right. I was critiquing leadership. I was critiquing ownership of what they were doing. And so that's a very. That's a lot more difficult because if I went in like, hey, you need to implement pay for performance and you need to have your trucks or not need to be different and like, you have a different mower. That's easy, dude. And like, no one's going to take offense to that. And so whether or not he does it, I don't know. I just don't know. Like, you know, there's times the same thing when I, if I went into a business, I said, hey, you need to raise prices or you need to increase, you know, do pay for performance or you need to open book management. Like those same thing, like whether or not someone actually does it I don't know, man. It's just like, it's totally on them. What happens between their ears at night once I leave and whether or not they implement is on them. I told them the truth, and I've seen it now enough times and be pretty confident. But also, I really do believe that, like, I have to be introspective enough of my own business to do the same thing. And so that's the past week, like, after our talk especially, but after, like, the weekend prior when stuff was not going well, I had to, like, step back and be okay. Like, okay, so if I was, like, diagnosing this problem, this is what I'd tell myself. Okay, great. Like, this is what needs to happen and doing that. And so hopefully the owners, if they start seeing more in these turnarounds, they see. They just see frequency and they see the repetition of, like, certain problems and solution. Certain problems of the solution. And I'm only doing these videos so over time you start to see, oh, like, there's this problem, There should be this solution. And one of the things I'm talking about, conference is, like, how I identify, like, the three bottlenecks in any business and then how you pinpoint it and there's only three problems. And so I'm going to, like, that's. That's really all it is. It's just basic. It's basic stuff. Yeah.

Trying to think of what the three would be. Don't tell me. I'll wait till conference. Yeah, I think I got a good guess. Stepping back, though, and not. This is not specific to Cameron. You said something interesting. You said, I could have give. Given all that corrective action over the phone. So why do you feel like, as people or business owners, we have this increased urgency when there's someone in front of us? Is it because we're uncomfortable because, like, that it's that confrontation?

No, I think it's greater human connection. Right. Like if I'm making.

Well, I guess you're saying connection. I'm saying confrontation.

Right.

Anybody will spew. Keyboard warriors. Right. Anybody will spew online. But on. Let's just say, like, your comment section, right, There are some bad comments that you block and don't put on your public channel, but they would never say that to your face. Right. So you're taking it from the human connection perspective. I'm saying the confrontation, like, to fix something. The confrontation maybe isn't there on a phone call, but in person, the confrontation is more weighted. Does that make sense? Or you're saying you're putting A positive spin on it. It's actually the human connection. Like I'm empathizing with them, I'm working through, through it with them. Not just yelling at them over the phone.

Yeah, yeah, yeah. But also, also like I could say the same thing in person to a franchisee versus just like on a coaching call. You're taking it from the comments perspective, right? You're taking comments, I'm taking the phone. That's why we're coming from different angles. But I think in general, like people, if there's a human in front of them, it's just more real life. And then like people take it more serious. That's why people pay to go to conferences. You're not paying for the information. Right? Like people always like, oh man, like, I don't know, you're not, you're not paying for the information. You're paying for the fact that you're in a room with 400 other people that are like minded because you can't get that anywhere else. Yeah. Or 200 people or whatever, wherever you're going. And so that's the whole objective of in person connection is it cements things faster. And so for a lot of people, if, if they're not self reflective, they need another human being in front of them telling them something. And whether they listen to a YouTube video or listen to an audiobook. And it's like sometimes I just boggle my brain. Like when a manager reads something like extreme ownership and then the next day starts blaming people or like can't take ownership, I'm like, what in the world? But, but if you had Jocko Willink in front of you saying the exact same words, you might listen a little bit differently. And so I think it's just, it's just interesting that like same words, different, you know, delivery mechanism can make or break someone. That's why like whether it be conference and we like masterminds, we have training on videos and I have like podcast entertaining videos. It's like, what medium do you need for me to communicate a better way to do business? And we just try to hit all of them. And so that's the goal.

You alluded to conference, coming to things in person. I did want to ask how are, how are the sales going for conference?

Yeah, so it's always interesting because you're always a shot in the dark when it comes to sales because people, almost everyone buys within four weeks. The problem we have this year is we have to have all the hotels booked by September 15th, so a month before. So if I could redo it again. I would have probably done like a higher, higher price ticket after that date and I could still technically do that. So we might do that like after mid September, just like raise the prices because we need people to buy before September 15th. So it's just hard because whenever we book venues, schedule for food, it is a complete shot in the dark and you're just guessing how many people are going to show up. And so down the road I'd like it to make it more where it's not like that. Like I know I have the franchisees there so I can get, I know how many people are coming there.

There will be people in the seats.

Yeah. But then it's like a matter of like in addition to that, they all book within three to four weeks. Yeah. Especially with equipexville being there too, where it's like you can just walk in and like get a ticket. People are even less likely to book in advance. So. And if they can drive, if someone can drive, like think about being out here and in Bellingham is people have to fly. You have to make more arrangements so you will book in more advance. Whereas with Equip Expo and with the fact that now we're more centralized, like most of our audience people are driving, which means they will make a weekday like a week before decision. And so that's like super hard to plan for. So my hope is that this year we crush it and then next year I can say, look there, like we are stopping the tickets this day and like, we can't, we're not going to go any forward. I can't do that this year because I know everyone's just pre programmed to book within a, a couple weeks of it. Right. So we're shooting the dark. I'm. I'm hoping I get five to 600 people. That would put us around break even in terms of like cost and you know, I think realistically 450 is pretty achievable. Okay, so we'll see.

Yeah, I mean we were pushing what, 350 last year?

Yeah.

So I feel like just by centralizing you're going to get an extra 100 people.

That's like the thought, the logic. That's the logic. That's the logic. But you just don't know because literally like last year we had about 60% book within the four weeks leading up to conference. Yeah, more than that. So.

So does that affect the venue and like catering and stuff?

No, dude, you pay for everything up front, so you just don't know it's coming.

Yeah.

So you pay for how many plates you think you're going to need. You pay for how many rooms you got to block off. So it's. It. Yeah, it's nerve wracking. Like I said in my post, it's almost, it's over a quarter million now that like is. I have to put up front. And then you just cross your fingers and hope you sell tickets so it will get better. Like the ultimate thing is I want it to be where it's like, hey, everyone, like the classic book out within a few minutes of going on order. Like that's where I need to get it to eventually because then it's easier to plan. Right. If. Okay. If I have a thousand tickets and I know I sell them out within two days. Great. I know I can, you know, schedule and plan and you know, be better at the budget.

Yeah.

So yeah, we're not making it a profit center ever. Like, it's more a matter of like, like I just said, like having that way to interact with the, with the audience on a face to face level is something I want to make, you know, accessible. But it's expensive, dude. Yeah, it's. They were flying the whole team out there and got hotels for everybody and like it's just expensive.

Yeah, yeah, I just, I just did the math. Quarter million divided by $400 ticket. You need 625.

Yeah.

So if people, like, if people think you're doing it for profit, like. No, we're, we're doing it for the community.

Well, it's, it's not so much for the community. So. Yes. Yeah, we are like in one regard, we're trying to get that face to face connection which for some people is like the trigger moment for them. Listen to me, for four or five years they'll come to a conference, like, it'll click. Yeah. But also it is a really good thing from a sales perspective because people do get faces to names. So like co pilot will be there. The team from there, you know, you know, the home service CPA team will be there. So like they'll meet people and have faces to names and that same connection in person will then translate to more sales. So we're not stupid. I'm not doing. Yeah, this is definitely a for profit organization. Yeah.

I'm not saying we're doing it like out of the goodness of our hearts, but it is, I think the community element is at the core of why we do that event. Yes, we are selling products like, but there's not. I'm not going to get up on stage and pitch Augusta. Like, you're not going to have, you know, someone from the co pilots.

No one's allowed to pick a demo.

And like, sign up here for 50% off. Like, we'll be there. We'll be representing your brands. But no, I mean, yeah, obviously we're for profit.

Yeah, it'll be fun. It'll be fun. It's gonna be. It. Like, the thing is too, like, part of it is like, I'm gonna spend probably the next five weeks or six weeks, but like, let's call it five weeks working on these eight keynotes. That makes no financial sense to talk to 600 people, 500, 600 people, when I could make that same video and talk to thousands online, right? So the difference, So I was thinking, I was like, that makes no sense because I'm not making any money on them. The difference is, is that when someone shows up to a YouTube video, they have contributed exactly a finger tap of effort to make that happen versus someone paying $400 a ticket. They've had to travel there, get hotels, all the rest of it. So the stakes are like infinitely higher for those five or six hundred people. And that's why there's pressure for me to deliver so much higher. And this kind of came as a result of Alex Hormozi was talking about how, you know, if you only have 300 people watching your video, it's like, well, think about 300 people in a room and you're talking to them and think about like, how much. And then I get what he's saying and there's like, take your content seriously. If you thought about 300 people in a room, you'd probably prepare for days to figure out that keynote, right? Versus, like setting up a camera and like, it's a big deal. However, the difference is the people who travel that room have huge stakes. And so the reason that you put so much time and effort and energy into making sure you talk to them is because they have invested so much to make sure that they can come listen to you. And so that is the difference. And that's why conferences are valuable, in my opinion, is because the stakes are so much higher for you as an attendee that the speaker feels the pressure to perform at such a greater level. And so it's true. Like, if you look at like the video we were talking about, like, there's 30 plus thousand people have already seen that video. That's a stadium, right? If I was making a video that was going to be shown at Like Safeco, Safe Go T Mobile park at the mariners where there's 30,000 people, we would put a lot of time and energy into that. Right. Whereas, like, that's exactly what happened. The thing is, the difference is at that game, they paying 20, 30, $40 for a ticket. They paid for parking. They drove there. They spend an entire evening. And if I'm going to be there, I'm going to make sure it's good versus I don't have to do that same level of effort putting something on social media. So that's the delineation. I think that's where the difference is because I feel that pressure now. It's like, okay, if I'm asking people to drive and when I get people in that room, like, I know they're paying 1,000 or $2,000 per person to be there, I'm going to like, give everything I got. Right.

So it's the price value fulcrum of media and content.

Yeah.

Right. The price of admission on YouTube is a finger tap.

Right.

But the price of admission to summit is 400 bucks. Yeah, that makes sense.

Yeah.

Well, I did have someone comment. This was on two videos ago.

And I have said about the jerseys.

No, the jerseys.

Brittany. Brittany had a great comment about. About the jersey. About Barbie. No, no, no. Oh, yeah.

This was a great comment. This is a question from someone.

Okay.

I have always said if you put a question in there.

Well, we have to now say what Brittany said. So Brittany said that take mocking people about dressing up to go to Barbie is like, we should also then be mocking the people who go to sports venues with a jersey. Now. Do you have a jersey?

Yes.

Oh, man. Oh, you do?

Yeah, Yeah. I want to a game two weeks go.

Oh, I don't have a jersey. I don't. I don't need it on the bandwagon. So.

Yes, it was on the Barbie video. People are making fun of, you know, girls dressing in pink high heels, whatever. I think it's cool. If you enjoy it, do it. And, and I think that if you're going to mock those people, you mock the guys wearing jerseys to, to football.

Games and then they burn that. Then they burn the jersey when they move to a different team.

I think, I think they're the exact same. So I agree with their comment 100. But I don't mock people when they're like, into something or like even like Comic Con. Like, dude, if you want to get dressed up as a superhero, if that's what you love doing, like, do if that brings you joy if you're not hurting someone, do it right. But I wore a jersey to Felix Hernandez, who is my great. My favorite baseball player of all time. He got inducted in the Mariners hall of Fame last weekend. So I did wear my Felix Hernandez jersey.

Here's my thing.

I have a rule, though. I have a rule. I will never buy another jersey again of someone who is younger than me in age. I think that's weird.

Why?

Why would I wear some, like, young guys name on my back?

It feels weird. Why?

Because it just feels weird. That's it. That's the logic.

Like, why?

I can wear players that are older that I grew up watching, you know, that are like legends. I'll wear their jerseys.

Okay.

But I'm not gonna wear, like a new guy's jersey. That feels weird to me.

That's the equivalent of saying, like, I'm not gonna have six inch heels when I go to Barbie's movie. I'm just gonna. Four inch heels. Yeah.

Feels weird.

I'm gonna wear Crocs.

That's a personal philosophy I have.

All right. I thought Brittany was correct, so I think she's correct. Okay. All right. I've never bought a jersey. Never bought a hat that was branded with a team's name.

Yeah. I'm all about.

I'm a die hard Seattle fan.

If I have to pay a dollar more for that logo to be on my hat. Not happening.

You're paying like $30. That's crazy.

Yeah. Okay, sorry, go ahead.

Is another tangent.

Okay. Another comment based on.

No, this is. Is my tangent.

Tangent before the question.

I also, I do this thing and you'll probably think this is a total waste of money, but I don't care. It's a collection. Every Winter Olympics, I buy the US Men's hockey jersey.

Oh, really?

Yeah, Just a blank. No number, no name.

That's kind of cool.

So that way, one day I'll have like 30 jerseys. Well, 30.

You're gonna live to 120. No, wait, hold on.

One day I'll have like 10, 15 jerseys. Well, maybe my, my, my, you know, hopeful future. So that's cool. That's cool. Because it's kind of cool. It's like, oh, look, you can watch.

Miracle on Ice every single year. It's a great movie.

It's a great movie.

Yeah. Oh, man.

It's just. I don't know. I love hockey. I love the Olympic Winter Olympics are probably my favorite. Like, they're just super fun to watch when they're here in Vancouver. I went up to a bunch of stuff and got up in the hoopla. So that's just something I do.

There you go.

It's a little personal keepsake.

All right.

Someone put a comment and I didn't write down their username. I apologize. But this was on the Barbie video. They said and let me. It's a long question, so let me read it and then you can respond. Since you, Mike Andes, have experienced ranking local service businesses on Google, what are the three most important parts of SEO for small local service businesses? Now there's a second part to it so you can answer that first but let me read the second part. I've been, I've seen people say blog posts, Google reviews, number of pages, backlinks using keywords and so much more. But if you're a one man show, what's the best bet?

I think if you're a one man show, you want to spend all that time and energy on the Google listing because you probably don't have the money to make an incredible website. Especially if you're in a bigger market. You want to spend all the time on Google listing because you'll at least have the ability to get above everyone else much faster than trying to build a site. Because if you're trying to compete against people that have been in business for 10, 15, 20 years and have all the SEO, have all the backlinks, have a great space, you know, speed site, all the rest of it, you're better off trying to go after that top three spots that are showing on Google listings on Google Maps. So that would be the first thing from a one man band perspective. And then I would then take your site that's probably simpler and really focus on the reviews. So bring in the reviews from Google, have pictures and videos with your customers. Like now with Augusta we have like a whole dozens of videos with customers, real life them video themselves of customer testimonials. And so I would lean into that as a one man operation and less on the actual SEO of the site. SEO the site will definitely grow your business but if you're a one man operation, you're not need to focus on that. And so if you're trying to scale though then it's like speed of the site is the most important thing now and how like how of a light of a site it is so that way a device that has a Lower connectivity on 3G or 4G can, can connect. So those would be like the entry level and then you know, more advanced.

Yeah.

And then come to Landscape Summit. Why for him I'm just Answering his question, he can come to Landscape Summit, learn more about.

Oh yeah, Tori's going to be there in the team so they'll be able to help and stuff like that and they'll definitely give out free advice. I'm going to have him talk for probably a 30 minute keynote and he won't picture anything. It's going to be really about like what Google is currently changing and what we are seeing them shift towards like over the past few years it's definitely been speed and so he'll be talking a little bit more about that.

Yeah, that's cool that you're bringing someone like Tori, whose whole background is web design and SEO to a lawn care.

I like him a lot. He's like very unassuming. Like he's not like a like gregarious like out there kind of person but like he's great. I can call him at 11, 12 o', clock just chat it up and talk about website stuff. So yeah, we're obviously redesigning us the site right now. We have some stuff we're working on there on like the back end code side. So yeah he's, he's gonna be wealth of knowledge. So yeah, he could come to Landscape Summit. Yes. But as a one operation like spend all your time on your Google listing and then on your site just highlight reviews and testimonials and videos and pictures of your customers as much as possible. And then as you get better and better you have more money to spend. Yes. There's other things you can do that are fancy.

Cool. Good. Well I have one other topic or we could jump to non financial advice. Your call.

Okay, let's do the other topic.

Let's do the other topic.

All right.

Because this is a couple weeks old now. So whenever I come up with an idea for the pod I just write it down and if we get to it, great. If you don't, no big deal. So you did a mastermind. That is a private kind of live stream for the franchisees. You were at an airport, I believe you were going to one of the said turnarounds we were talking about earlier. You said, and I tried to get verbatim you said you researched 20 big name entrepreneurs on average it took them 12 years to become successful. So I was wondering, you use that as just like a brief example. I don't remember the specific context. I think you were just talking to a franchisee that maybe was in a lullaby or you know, hey, like you got to just grind it out for a few more years. You'll get There. So what metrics were you looking at? What names, what industries? Like who are these 20 big name entrepreneurs that you're referring to?

Yeah, like the impetus behind that conversation was simply the fact that most people that we are listening to have already got past the first stages of growth in their business. And the reason we hear about them is because they have the infrastructure and the manpower and the money to broadcast a message. And so you're not hearing from the people that are in year one and two and three. And it's not to say that they are any less or more that we should listen to them. Obviously with success comes authority and that's why those people become popular and then we do listen to them. The problem is, is that like for example, I'm 10 years into Augusta, I'm getting a boat, so I can literally just focus, have more focus, time. And I'm delegating a lot and I'm trying to create lines of, between me and Frontline, like lots of stuff like that. That's not what most people should be doing in year one, two and three and four. And so hearing that and someone's like, someone I know has already heard this and been like, already like, I'm going to look up boat clubs. I'm going to look, this is an excuse why I can buy my fancy car or my fancy truck. And what they're missing is that for 10 years, like for four of those 10 years I lived in a closet and you know, I don't have a fancy car. And this is like pulling teeth for me to do it. But I know that's the right thing for me to do in terms of, like financially because I hate spending money. However.

The reason I said that is because most people give up in those first 1, 2, 3, 4 and 5 years because they're listening to people like me or people that are beyond me, that are way doing different things. Right? So they see someone like Alex on private jets. They see someone like Gary flying all over the world and getting paid hundreds of thousand dollars a speaker. I should be doing that. It's like, well, yes, okay, great. So let's first off, just remember that for 12 to 14 years of his life he worked every single day for free for his parents doing retail jobs, like $15 an hour jobs.

For a very long time. He didn't create any content until he was 33. And then it's only now like 10 years after that when most people actually got to know him. It's only been the past five years. He's now late 40s. And so.

This kind of aligns with what I wrote when we hit 100,000 subscribers. And I was like, success is not linear. And so what happens is because people are listening to people that are up on this upswing, they've already hit where the, the. It becomes exponential because they're listening to them. They look at their status, their progress over the course of one year, two, year, three, like all nothing's happening. It's like if you went back from 10, 15, 20 years, the same thing. Like, it felt the same way for them. And so, like, yeah, I went through 20 different influencers. Graham Stephan, meet Kevin. Like, the ones that influencers like. I'm looking at the people who people are listening to. Right, right.

Gary Vee, Alex, Layla, like, all the business people. So I really cardone all the cardinal. Like, he traveled for almost 15 years doing in person seminars and multiple times wanted to quit, couldn't figure out relationship stuff. Like, he was a broken person. It was late in his mid-40s when people started to know who he was. But he was in his 20s doing seminars. And the reason that people listen to him now the day, and he's like, has a very unique communication style is because for years he figured that on the road, traveling all over the place and doing in person, little tiny seminars he couldn't make any money on. So everyone sees this, though, and wants that. And it's like, well, yeah, but you're over here on that arc and they went through what you did for 10, 15, 20 years to get where they're at. And so listening to what they're doing and thinking that is the solution is problematic. And that's why I'm trying to be very careful about, like, as I become on that exponential curve, I'm not like, everyone needs to like, relax and take things easy. It's like, no, like, the first years are gonna be horrible and you're probably not gonna sleep if you really want. If you wanna get on this curve and you want to be here, it's going to be horrible. And so this is where, like, I'm pushing in that direction, kind of almost to a fault, because I think Gary Vee, who is a big influencer in the space, has gone so far the opposite direction. Like, do what you love, you know, empathy and passion and all that stuff. I understand that. I get it. I know where he's coming from. But I do feel like the vast majority of people buy into that and they're like, that they think that will become success. No, no, you're Going to do that so much to the fact that you hate it, because it is a. Like, you are doing it for 16, 18 hours a day and you're not sleeping. If you want to have this, if you don't want to have this and you just want to have, you know, a regular lifestyle, that's fine, like, do what you love, et cetera. But if you want to, you're. It's gonna be painful. And so that's why I hope that. I hope that I can say ground enough to. As that happens to me, like, people will see me on a private jet. People will see, like, more of that stuff, that I can also be like, hey, by the way, that's not what you should be doing. Right. That's not what got me here. Like, you know, Jeff Bezos didn't build Amazon going around on yachts and traveling the world and being at fancy events. He built it by, like, having Amazon spray paint on the wall and everyone working all day long on their hands and knees packing boxes. That's what built Amazon. And so I do that just to keep people focused and centered. Because what we're watching all the time is the people on the exponential curve of success. And. And we. We lose reality of like, our comparison of what happened the past year is like, oh, man, my business only grew from like 500,000 to 600,000. This person went from 10 million to 40 million. Yeah, they're on this exponential curve. Yeah, it's a different game. So. But it took them 15, 20 years to get there.

So I like the framework, too, that you've been using recently is like 10 year swings. Are you going to talk about that more at the Summit?

Maybe a little bit, yeah. 10 year swings is important. Like, this is obviously 10 years for Augusta. 10 years prior to that was like my whole, like, college career and like doing lawns on the side and golf and all that sort of thing. But, like, in terms of career, like, I've just finished my first swing, in my opinion. Right. And so typically, once you hit a solid, you know, hit in that swing, there's two options. One, do you diversify and like, invest that money and go into different industries? Or two, you just double down on it.

Yeah.

And so I'm like choosing the latter, which is like, I'm going to take what I'm doing. And like we talked about last conference is basically more leverage. Right. So more locations, same industry. But now I'm going software. Eventually that will become a capital play. And, you know, whether that be taking it public down the Road or whether it be getting investors to get into a fund and then we start a whole bunch of Augusta locations. So. But honestly, like, until I truly believe, until you spend 10 years in an industry, you can't judge it. And until you spend 10 years on your business, you know, knows the grindstone, you can't say whether or not you are not a successful business owner or whether or not that business is right for you. Most of the success is going to be seen in 8, 9, and years 8, 9 and 10. And so most people give up in years 1 through 3 and even 4 and 5. And there's challenges all along the road, but everyone wants to be at year 10, but they aren't willing to go through years one through five.

Yeah.

And so, well, for you, beginning of.

Year eight was like, like 100 franchise locations. End of year nine is a hundred thousand, 140,000 subscribers on YouTube now. Right. So it's like, no, you're. You're the overnight success that did it over the course of 10 years, and.

That will just become more and more exponential. Right. So people will just start to feel like, oh, man, I want what Mike has. And the big reason I stress as the franchisees, because there's a part of joining us that you want what I have. And if you're. But if you're comparing myself, yourself to me, 10, 12 years ahead of you, and you're starting at one, you've got to remember, you got to give yourself 12 years to get to where I'm at. Right. And so judging based upon that is going to be like, that comparison can be crippling massively. Because if I had what I. What I think about is like, okay, if I was in Augusta and I was 18 and I was going through what I did, obviously, hopefully I would have less of the problems I did in the years one through five and I would have been profitable sooner. However, it'd also be very difficult to compare yourself to people that are close to you that are already in those 10 years. 11 years, 12 years. If you don't have the focus, like, okay, yeah, that makes sense. In 10 years, I'll be there. I'm not expecting that this year. I'm not expecting that next year, and I'm going to stay patient with it. And I think just unfortunately, the past 15, 20 years, as technology has taken off so much, we've just seen so much of the, quote, unquote, overnight successes, I. E. Just businesses that go from zero to a billion value evaluations within a year or two years, that we somehow think that's what it's supposed to be. That's how it's supposed to be. It's not even. Copilot is like, hell on earth.

Yeah.

It's, like, very hard. Like, we're still losing money. Like, it's still very, very difficult. I'm still spending, like, late last night. I'm still typing up till late. Yes. We're on the boat. Fancy. Like, I got all that information. You know, me and laptop, we're having a great time. However, it's going home and up until 1 o', clock, 2 o', clock, refining, mixing, looking at the problems. And no one will see that in 10 years. And so I'm glad that in the way we had the podcast, because, like, I do believe in, you know, five or 10 years, people will be like, oh, you're so. And like, no, no, no, no, no. Look at. It was like, hell, yeah. It was horrible. Like, pain in your chest, like, all that stuff. And so I think people just glaze over that or forget to acknowledge that that is just part of the process.

Yeah, that's fair. And I feel like, too, as one of your franchise coaches, you know, we've. We've been doing this almost four years now, franchising. Our first training class was fall of 2019.

Right.

Right before COVID And I feel like there are pockets of the first, you know, 40 to 50 locations that have been doing this for three, four years, that they're like, it's starting to click. Like they're starting to get it. Like, it's starting to become just repetition, like it's not the same stressors. It's. I just have to keep my head down and keep grinding and keep hiring, keep implementing the systems, keep trusting the process. And there it's. I've seen it on coaching calls that it clicks. Like, I get it. And then we have franchisees that are like, I'm going to break half a million this year. We have franchisees that are on track to be close to a million this year. And they're like, I wouldn't have thought that I could do that. You know, when I first joined, like, I thought I could do that in year one when I first joined. And then reality set in and I realized it's a grind to get there, but now I'm getting there, so it's cool that it's starting to click. And I think you need community, you need coaches, you need mentors that will openly admit that it sucks, it's hard, and you just have to put your Head down and grind.

Right.

And I think that the reality of social media, which is their reality of social media, that's an interesting concept. Like, the reality on social media is that, like, oh, you can just be an overnight success. Do this. Here's the sales tip. Here's this trick. Get into this industry and you'll be successful. And it's like, no, the reality is grinding for 10 to 12 years, then you're going to be the success story.

Right? Yeah. So, you know, and it's just a matter of, like, if you love the game, you keep doing it. Right. So if someone doesn't love the game, that's fine. Like, enjoy the spot where you're at. You know, you can pause your growth and be happy. But, but don't, don't expect what someone else has that you're comparing to. For you to have that level without that level of sacrifice. And so.

Yeah, it's, it's interesting. Yeah.

All right.

Oh, you now have financial advice. Hey, go ahead.

I do have some.

Go for it.

So this is actually courtesy of my friend Braden, but he, he has a marketing company.

Okay.

He does marketing locally, you said?

Brady, Like I'm supposed to know.

No, no, no.

I just want to give credit. Okay.

No, no, no.

Okay.

You probably met him. He's come to the conferences locally and stuff.

Oh, cool.

But he has the Apple credit card.

Oh, yeah.

Did you hear about this?

What about it?

They have a new savings account.

Yeah.

Yeah. It's a 4.15 AP.

Wow.

So it's a high yield savings account. If you have the Apple, is that.

Still through Goldman Sachs or who they.

Still through Goldman Sachs, fdic. So that's my not financial advice. I'm actually going to look into that because I, I, I feel like I have. And we've talked about this privately, I have too much of my savings, but I don't feel comfortable deploying it in certain areas. Obviously, I do have certain investments, retirement funds, are Roth IRAs, things of that nature. But I still have a chunk in my savings that I'm, I'm like, what should I do with it? And it's like, well, high yield savings account makes sense. So I might look into the Apple credit card.

There you go.

I think I'm going to, honestly. And the credit card's titanium.

That's the real. You seem way cooler.

Let's be honest. If someone has an Apple credit card, it looks cool. It's all white and it's titanium, just this little apple logo on it. That's hilarious. But you get like a lot of cash back too, for places that use Apple Pay.

Right.

So if you know places that use Apple pay, then you can prioritize like shopping there, purchasing there, because then you get large dividends back too. So that's a bonus.

That's cool.

Yeah. And I've heard that from my friend, like integration and UX is just phenomenal. If you use Apple products.

Oh, it's so integrated.

It's amazing. And I'm like, well, I like simplicity, so sign me up.

Yeah, that's cool. Oh, yeah, man.

My own financial advice is just, honestly, just like betting yourself first. And unfortunately, reason I think most people don't is they just don't. They lack the confidence because they feel like their track record isn't good enough. But if you, if you're in it for the long term, I think betting on yourself is probably the best move, whether that be you're an employee and you are, you know, spending money on a course to become better at your job. And betting on yourself spending that $500 on that course is betting in yourself. It is betting on your skills having a higher appreciable value than $500 sitting in the bank. And if you're a business owner, like, bet on yourself. And so I recently I've been like, big on some stuff that we've been doing and like, financially it's difficult, but like, I'm more confident in that money being deployed against my skills and me having control over it than putting it in the essay S&P 500 or like stock market or the bank, whatever. And so I think that if you're in it for the long game, betting on yourself is a great strategy. And whether that is from an employee's perspective or a business owner's perspective, because you have full control of what happens and you're not at the mercy of the stock market or the real estate market or the bank or anything like that. Yeah. So.

So come to landscape Summit.

Bet on yourself.

I'm just going to shamelessly chips all.

In and landscapes of it.

Let's go. Like and subscribe and share. Yeah, let's go.

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