He Doesn't Know His Numbers! Lawn Care Business Financial Training

Hey everyone, it's Mike Andes with Landscape Business Course.

And today we are going to be.

Talking to someone who's been running their lawn care business for quite some time, but they don't know their numbers. They don't understand the numbers, but not even understanding, they don't even know what the numbers are because they have given their numbers to their bookkeeper and just kind of just left it alone and they don't understand things. So we're going to be talking about the day, we're going to be talking about profit first, the method by which you split money into different accounts, when you should use that, when you should not use that. And really just going over the importance of knowing your numbers and I don't even mean understanding them and be able to interpret them and have reports, I just mean knowing them. Like what was your revenue last month? How much did you spend on fuel? These are all things you must know if you're gonna make good decisions for your business. So Carlos, really appreciate his vulnerability and his acceptance of being able to share this information with you because we actually show QuickBooks, we show his numbers, we show a lot of kind of sensitive information and so really appreciative of him being able to share this with the lawn care community so we can all learn and know to know our numbers. Now I know there's gonna be some people in the comments that will go off on me about how I'm oversimplifying the accounting for Carlos and telling him that he should strip some things down and you're gonna get really mad and you're gonna give me some gap generally accepted accounting methods principles and you're gonna try to throw those in my face and that's fine. But I promise you, having every single T crossed and I dotted when it comes to the accounting principles, what's correct and all the rest of it is going to be far less valuable to him in his small business than knowing what the numbers are in general. Alright? So keep that in mind. This is not what I'm saying. The advice I give Carlos today is for small businesses. You know, you're not going to get away with what I talk about today if you are in big businesses. And when I talk about today, I talk about like reducing the number of categories you have on your profit and loss statement simplification just so you can understand and get data. That's the thing that's most important for us as small businesses business owners. And so if you've just been relegating your expense categorization to someone else and getting reports from them every quarter or a month after the transactions have actually gone through. I promise you there's things leaking through the cracks, not only at the accounting level, but also the fact that you are not getting good data to be able to make decisions in your business. How much you should grow, whether or not you should employ another person, whether you should buy a truck or piece of equipment, whether or not you should hire someone else. These are all things you need to know your numbers for. And so I'm gonna give it pretty straight to Carlos, especially towards the end. You're gonna see me get pretty fired up about what he needs to do to simplify things. This is really important for people to overthink things. And because they don't feel sufficient enough in terms of numbers and ready accounting, they give it to someone else. But then they just overthink everything. But they don't actually have information that they need to run their business. It leads to a lot of issues in the business. So let's go ahead and jump into this one. This is actually a one on one call I had with Carlos. If you want to book your own one on one call in the link down below in the description, just click the link and you can schedule a time to book a call with me directly. Also, last thing is, make sure you sign up for Landscape Summit 2021. It's January this coming January for three days. You can go on the website landscapebusinesscourse.com conference. Make sure you book your ticket. We're gonna be running up against our max capacity due to social distancing and I don't know exactly when that's going to be. So please, if you plan on coming, book your ticket. Book your ticket to the conference and book your room. Cause both of those things are gonna fill up very, very quickly. I just don't know how fast simply because it's depending on how much they restrict us on social distancing. So I'm going to be trying to figure that out, but it could be pretty soon. Please book your ticket if you really want to come. I can't guarantee there's going to be tickets to the end, so please make sure you book that. So without any further delay, let's go ahead and jump into this one with Carlos Rodriguez. He has 100 lawns right now, about 30 lawn properties. That is bed maintenance. And I really think you're going to.

Get a lot out of this one. Here we go, a mic. Hey Carlos, how's it going?

Hey, how you doing?

Good, good up there. I can see you now.

Yeah, man. How you been?

Good. Good. I just realized because I've been on the phone for the past four hours that you sent me your financials. So let me just try to pull those up real quick.

Okay. Okay. You know, a lot of these calls.

Yeah, I had. I've had six of them this morning, so. Wow.

See here.

Gotcha. Here it is.

Yeah. Good. I don't have a good grasp on what it is, like the.

Like the bookkeeping side of the business. So I don't really know. Like, I sent you also, like a. I was talking to someone that has a landscape company that's like how he organizes his company, because mine is just like. I just pay someone, they do the bookkeeping, but I never know what it means or anything. I'm sure you've heard people say something like that. So that's. That's what I. I mean, that's what I'm in right now. Seeing how I can be more organized and see. Understand my numbers better.

For sure. Let me pull this up. I don't know why it's taking so long.

Cool. Why is it loading up? Kind of fill me on kind of where you're at since last year when we talked, did you end up going out of town or anything like that?

You know what? I haven't even taken any vacations at all. I mean, you know how a business, being business owner, sometimes you just. You can't really. You have to be there, you know, especially when the business is small, you kind of. You have to put in a lot of time. So right now I've had like, a mess, like, with the equipment, like just mowers.

You know, breaking down. And I had actually a trailer that went out, and it's gonna take six weeks to get the trailer back. So I had people. Two people lent me trailers, and both of them didn't work for us. So I had to buy a new trailer just because I had to, or else I couldn't continue mowing. So I bought that, and I had five people in the beginning of the year, and now I just have two people because just. I mean, we were giving. We were doing cleanup quotes, but, I mean, kind of just died down. And I just thought, okay, I'm just gonna focus on recurring. You know, all I have is weekly mowing and like a monthly bed maintenance thing that we're doing now. And that's all we did with the two guys. And then. So I've really. And also I've been able to kind of get in the field and see, like, how to fix things, like how to find efficiencies and how to improve the business. So I've been. That's pretty much where we've been at for this year. And I'm sure, like, the revenue is less now because.

We'Re just doing just, you know, two guys, you know, it's not like the, you know, last couple years, we've always had four guys, you know, and this time it's just two. So.

I don't know. But it's been kind of cool to see, like. See the bis and it's, you know, and it's. I guess it's possibilities of what it can be, you know, in the future. So I'm kind of interested in. See what I can do to.

Kind of provide something good for the employees so that, you know, they have, like, initiative of wanting to be here. You know, sometimes I feel like it's kind of like the, like, the interaction or the relationship I have with them is kind of like.

I don't know if they see me as, like, someone that just, like, wants them to make. To work a lot, just work and then. And then me be like, the guy that's rich, which is not the case, you know, But I feel like that's what happens there. So I don't know if there's, like, a way to kind of just, like, grow together and have, like, a good relationship, whereas, like, you know, we're, like, going to the same goal, you know, and we all want to grow and make money, you know, but have a good relationship, you know. So that's kind of like where I'm at right now.

Perfect. Cool. So I got these numbers download, so it looks like year to date, you're at 211. Last year we did 234 total. So this year you think you'll probably do what, like, 250.

Probably?

I'm thinking. Yeah. I mean, we still have. We're still getting a lot of. We're getting, like, leaf removal. We do one that's, like weekly. That's just like, with the mowers, and then one that is monthly. I'm just trying that. We usually just do the monthly, but we're trying the weekly thing out now, which is pretty cool.

Got it.

So, yeah.

So you used contractors quite a bit last year.

Yeah.

Not so much this year, though.

Yeah. Yeah. And the subcontractors, I think that was maybe when I couldn't, like, maybe I would. Wouldn't have the employees in, and it would just be me paying them, like, for the Day, you know.

Got it, got it. Okay. Yeah.

I don't. I don't. I don't use, like, subcontractors for work. I can't do. I don't do that.

Okay. I'm just looking through. So do you do everything on credit cards, I'm assuming?

Yes. Yeah. That since last year? I think so it's that they do take some money out lot, probably.

Legal and professional fees. $9,000. What was that? That was this year.

That was this year.

Okay.

I know someone was kind of doing some coaching with me.

Just in general, so I think I just added that on there. I don't know what else is on there.

Yeah. Okay. And then gross expense, 75,000. Okay.

Got it. So at least this year it looks like gonna be more profitable than last year. Yeah.

Yeah. And I end off with. I've been two guys for a while, so it's like I'm making almost the same. Like, I. I've been two guys for like four months or something like that. So it's like I'm making this maybe the same amount of revenue or more and. But more profit, I think.

Okay, cool. Cool. And then for next year, do you kind of just plan? Not necessarily growing, but you're really focusing on, like, profitability and, like, have you implemented P4P at all or anything like that?

I'm looking at that. I'm looking at that. I know it's. I'm not a numbers guy, so I did try it. And it's interesting, though, because sometimes it looks like they worked fast. So if I either just give them just the eight hours because they work fast, or if I just pay them the hourly rate of what they worked. I see sometimes, like on, I think a day like last week, they made more on hourly than if they were doing.

Because I guess the drive time was taking up time. So they made. It was like a longer day because of the. Of everything together. But if we just account for the jobs they.

Would have made, let's say 130, and if we include the dry training, they make 140, 150. So I guess that would pay them that, right?

Well, yeah. Like, the thing is. Yeah, P4P. Like, if you're switching actually to P4P, they're only getting paid when they're on the job. Right. And they're getting a percentage of that revenue. And it's not, like, based upon eight hours a day. It's just based upon how many hours are on each and every job. Right. But you're still small enough I'm assuming you're out in the field too. So it can be tough sometimes to implement P4P when you're out there as well.

Yeah, I mean, right now I'm trying to let them do like work as much as they can on their own because I want to, I want to focus on trying to, you know, work on the system and stuff. But sometimes I'm out there when I want to also.

Kind of perfect or work on, on new services or how we offer them. So.

Yeah, like in my mind, usually until you hit four employees, it's okay to be up like honestly, you know, working quote unquote on your business when there's only a couple, like two, three employees. It. There's just you're not moving the needle enough. And if you are moving the needle, you'd make more money than what you're saving if you just worked out in the field. Right.

So I agree with that. Working out in the field. I think that's it. I think especially when they really need it, I think that's a good idea. I mean just, just trying to make some money off of them to working. I won't make much. So I think that's it. I think at least for this year I should end off the year working out in the field and then next year have a goal to have. My goal is to have. I already have one crew of like a hundred lawns and then I want to do another crew with something like that and then another crew with just bed maintenance.

Right.

That's my goal for next year.

So do you have 100 lawns right now then?

Yeah, like a hundred lawns and then we have like 30.

Bed maintenance.

Got it.

Cool. Cool. All right. And then in terms of like employee incentive, you had mentioned kind of like that perception that they have right now. Do you do open book management? Like do you show them the numbers or anything like that?

I mean, I don't even understand. I can't. How would I need to be able to be like confident in what I see and what I know. So I don't know it. I don't. Honestly, I've never taken any schooling in business, so I've always liked, you know, work, like work mowing lawns, you know, my whole life, but I don't know anything about it.

So right now, like for example, this is obviously coming from QuickBooks. Do you just send your numbers to someone or did they have like access to your service, autopilot or how do you do that?

Well, basically right now it's just A bookkeeper that whatever comes, like they have the banks like linked to QuickBooks, so whatever comes in, they just document, you know, that's all.

And then do they, do you get like a monthly statement or anything like that?

Yeah, I think it's like a month after.

Month after. So like for example, let's say do you, did you just get October, September's then recently?

Yeah, that's how it work. Yeah. Probably beginning. Yeah. Yeah.

So that's three weeks afterwards.

Yeah, I guess they have like a lot of council. So they like finish it and then they have the like beginning of the month. Yeah.

Why, what do you have? Do you think you could do the expense allocation part which is.

I don't know what, I don't know what that is. I just don't know. Training on that.

No, you're good, you're good. So like, honestly, like I would really encourage you just so you can know your numbers. Yes. Three weeks even, like it's just too long because you're getting data from the month prior, which means now you're talking seven, eight weeks ago. The transactions that happened when you're finally actually looking at your statements, like you really need to be able to look at QuickBooks and know exactly where you're at right now.

Yes.

Week for this, the month to date, last month versus this month. And like in my mind the only way to do that is if you do the expense allocation. Which allocations?

I mean just like, like name putting everything in its. In Its. In its place.

Exactly, exactly. You don't even need to run reports. You don't need to do taxes, you don't need to do payroll. They can do that side of things for you. But if you go into QuickBooks, like if they give you access to your account right now, literally all you're going to do is, is as transactions pile up, you're just going to say, okay, that's categorized as fuel, fuel expense. That's categorized as insurance. That's categorized as payroll expenses. For every single expense, literally it'll take you max, five minutes twice a week.

Are you sick? So the thing is that they send me a bill. Like they charge $75aman hour and they charge me, they send me bills of five, six, seven hour. Can you imagine that? Like I get something 300, 400, $500. And that is so much I believe I don't know what they're doing there.

Yeah, like $75 an hour isn't so bad. But the bottom line for your size of business, they shouldn't be Spending more than an hour a month on expense categorization.

I think like $150 tops. Right. They should be charging.

Oh, yeah. Well, the thing is, the thing is, if they're doing, you know, payroll and doing other stuff for you, like, that might add up, but if they're just expense category, that's crazy. So if you're spending four to eight hundred dollars a month on that, I would highly recommend just YouTubing, you know, QuickBooks Online. And do you have access to your account?

Yeah, yeah.

Like, do they own the account or do you own the QuickBooks account?

No, it's my QuickBooks online account.

Yeah, perfect, perfect.

So, like, if you're able to log.

Into there and then they would probably have a separate user, you could always block them out once you're comfortable with it. But honestly, just go into YouTube and like search, you know, expense categorization, QuickBooks online. So expense categorization.

Or like. Yeah, anything along those lines you'll find. You know, even just organizing expenses, I'm.

Not going to mess everything up for taxes. I'm not going to. Like, that won't make a mess.

No. And honestly, like, do you have a good relationship with your accountant or bookkeeper right now?

It's, it's. I mean, it's just a business. Not. It's okay. It's not the best.

Do they do other stuff for you besides expense categorization?

I mean.

I think they do, like, something.

Payroll. No, no, no.

Just sometimes with loans or they do like appreciation or stuff like that. Like, I don't understand taxes. They do some stuff that, like with loans that I don't, I don't know how to do.

Like, honestly, you get a good CPA to run your taxes at the end of the year, they'll do that appreciation, depreciation stuff for you. Because that's the only reason it's necessary is when you're doing your taxes, when you're small as you are, you're running your monthly reports, you don't need to take that into account. What you need to know is where your money's going, you know?

Yes, yes, I need to know that.

So, like, especially if they're charging you that much, like, I just told a franchisee of ours, he was spending $300 a month on getting his expenses categorized, and I told him to pull the plug on them. I'd tell you the same thing. I can guarantee you it's going to take less than 10 minutes a week for you to do it because you know where you spent all your Money.

Yeah.

Right. The thing that takes them longer is they got to figure out based upon on just random information where the money's going. Whereas for you, you know, where you went to Shell for the gas and that, you know, from State Farm, it's, it's from. That's for the insurance. Like you already know. You can literally do expense categorization, like in seconds.

So. So, and I see, I know you saw the one that I had, like how it's categorized right now. Like, I don't feel like it's that friendly to see. Like, like the way it's labeled, it just seems like it's not really like intuitive.

Did you see? Yeah, I did. And like, I would recommend just consolidating some of the. What's called chart of accounts or the categories.

Like for example, you know, under office expenses, they had that split out into like 10 different things from like computer to stationary to a general office expense to interest expense, legal expense. Like, I would just put those office expenses.

Yes.

Payroll, for example. Similarly, you could. That stuff is broken down decently. But like for utilities, you don't need seven line items or categories for utilities. You know, what is that like, like electricity type of thing you got Right now they have storage expense, postage and delivery, which I don't know how that's utilities. Telephone, then they got. Cell phone is separate than telephone. So like, I would just recommend consolidating them to make it where when you look at these numbers, they mean something to you because right now they're just spread out so much and consolidating means.

Like putting it into one category.

Here, I'll show you. So like, did you, did you look at any of the videos I did recently?

Yeah, I saw one that you showed something like, like something. One of your, one of your locations.

You did something like, you notice it's probably like, you know, yay big on that page. That was awesome.

Yes.

I'm looking at yours like it's two colleges and it doesn't, it doesn't tell a story because I got to look through it so detail. Right. Because I've got, I've got an entire line item for a 7122 expense. I've got line items that are blank, have zero. Like literally you're not using them. I have a 4462 line item on my year that's on my P and L. Right. Those things should be grouped into things, for example. Right. It's too specific right now. And as you grow, as a company gets bigger, you get more and more specific. But at your size, I'd be focused on how do I consolidate, how do I make less categories. So that way I can actually look at a P and L and understand, oh, third of my revenue went to labor. Like, that's really easy if it's categorized correctly. So go ahead.

And so you, you think it, like, how specific do you think I should have it so specific to know? Like, like, can you see the. On Facebook, the picture of, of the one that my friend sent? Did you see that one?

The Excel document?

Yes. You see how he's like, he, that's what he does. He has, like, a pretty good sized company. That's how he does it. You think it's something like that, that I should be. Or is that too much?

Way too much. No. And this is requiring imported data. I would just stick to what's on QuickBooks. Their, their reports are. It's very, very simple. Let me actually pull up my QuickBooks for the Mount Vernon location to show you how easy this is. One second. But yeah, like, in terms of that Excel document that, that your friend. Let me just see if I can pull. So we're looking at the same thing here. So in terms of this here, like, there's just too much information that you're going to have to manually input or you're moving information from QuickBooks or Service Autopilot into this. Right. It needs to be very fast, simple for you to look at numbers and be able to tell a story, be able to make a decision like, should I buy equipment this month? Well, I don't know. I don't know how it needs to be like, oh, okay, I have, you know, I have 20, $20,000 in profit. Like, yes, I can afford that or no, I can't. We're running really skinny this month. Right? Like, this is just too much information for your size of business. Like, if. If this was a $3 million business and you wanted to take an hour a week, that's what you would be doing here, right?

Yeah.

So now let me just minimize that. Let me.

So you think, you think me just by going on YouTube, I could learn enough to take over that. The bookkeeper's job.

Like, I'll open up mine. Right.

I'm not going to mess up my whole bookkeeping.

And no, that's what they want you to think. Okay, okay. Okay. Honestly, like, if you have this, like, if you know of a bookkeeper, be like, hey, I want to come in once a quarter for one hour. What are you going to charge me for that? Like, that's what I would do if I was you. They can look over everything you've done, see if there's any issues or you mess something up. But you're going to pay maybe 100 bucks for that hour with them just to look over your books. And maybe create a quarterly report for you in that hour. And you can do all the expense categorization on a daily or weekly basis.

Okay.

And I check it. How often do I check it?

Like, if you do it twice a week, you're just fine. So, for example, some people think you gotta be crazy to be doing your expense categorization. I'm a huge fan of doing this until you're extremely profitable and you're not in the business at all because you just know your numbers. Right. Like for the franchise, for example, I still. Every single dollar spent at the franchise I see on QuickBooks and I expense categorize that because it's not. Go ahead.

Oh, you categorize. You mean like the whole franchise business.

For Augusta Lawn Care? Okay. Yep. I don't do the individual locations because they're running with. With managers. And I'm out of day to day operations when it comes to the franchise because it's still growing and because it's still not profitable. Every single month in every area, I need to know those numbers. Right. And so if you're trying to increase profitability, you need to know these numbers like off the top of your head. You can't wait like six, seven weeks afterwards.

Ever think having a bookkeeper is like something that you should have? Or is that like later on or how does that go?

I would recommend meeting up with a good bookkeeper that was willing to meet with you quarterly. Right. So, for example, I have a bookkeeper. They do payroll. But then I will once a quarter have a meeting with her. And I want to go over all the expense categorization because I don't do all of it. Like the gym, for example, and the manager does the expense categorization. Bellingham location, they do the expense categories. Like it's all different there. And I need her to just to look over everything, make sure everything's good. I'm Talking about like 30 minutes for all the. Every quarter.

So you do that every quarter. Someone looks at your. Your books like the bookkeeper?

Yep. And at the end of the year, I'm going to pay someone, a cpa, a lot more money to actually do the taxes and make sure everything's good. But there's not a lot for them to do. If I've stayed on top of it every week doing the expense categorization. Then every quarter I've met up with a bookkeeper and just got their thumbs up on it and made sure everything was good. And at the end of the year is very little work for our accountant to do.

And I get big bills too. I got from the accountant. I still haven't paid it. It's like 1,700. I don't know if that's a big bill, but that sounds big.

Yeah, it's a lot. Yeah.

I don't even feel like paying it right now.

The thing is, if you keep track good throughout the year and you know what's going on in the business, what when it comes to tax season, they'll be able to ask a question. And instead of you saying, oh, let me go ask my bookkeeper now, you'll know the number right off the top of your head. Right. I paid less than $1,700 last year. All of my tax returns to be done. Right. Including all the businesses. Now I paid more money for my accountants to set up other stuff like accounting fees are a lot more. But for my taxes, that was less than 1700 because though of staying on top of it. Right. Obviously, the quarterly helps somewhat with the bookkeeper, but honestly, 90% of it has to do with me checking or one of the managers checking every single week, twice a week, three times a week, making sure those expenses are categorized. I'm going to actually up.

Expenses are categorized.

Okay, I'll show you our QuickBooks. This is the Mount Vernon location. The smaller one.

Is it your brother or.

Yep, yep, he's the manager. So I haven't been down there in a long, long time. You'll see like, for example, this is QuickBooks. This is inside of his QuickBooks. You'll see he's losing money. $2,000 net for October. And that's because there was a $7,000 worth of profit sharing this month. Right.

So worth the profit between him and someone else.

Just him for quarterly. Because he's the manager.

That's. That's, that's awesome.

Yeah, we'll talk about that in just a second for your employees. But like, so that's why it looks negative. I know that by the end of October when they collect them, it'll be positive for the month and everything. But Anyways, this is QuickBooks Inside. When you go here, the same thing is going to happen for your with your accountant. They're going to have your accounts up here. So for example, we have a gold American Express Card that the employee is happily and Tim. And this is the bank account, right? So yeah, you can see the bank account.

I have.

I have like all these accounts because I heard like profit first and it's just like I have all these things. Like, is it good to just have one account or what would you recommend.

Do you right now if I asked you, do you have five accounts?

I have. I have one that's income. That it all goes into income. Then I have one that's payroll and then I have operating. Those are like the three that I use.

Okay, how much do you have in each.

Right now?

Let me see. I have. I know on payroll when it's. Whenever it's payroll, I just put. I just move the money over it.

I don't even need to know how much. I don't even know how much. What the concept is, you need to know that number.

Right? And so if having three accounts is keeping you from knowing that number, then I'd scratch the three accounts. Profit first works great. But if it's going to prevent you from knowing your numbers because you just literally money goes into these accounts and you're like, you don't really know how much is in each one and you have no idea what's going on. I would completely scrap it and just deal with one account.

Maybe that's why it makes bookkeeping more expensive to it because they have to do three accounts.

They have to move stuff around, all of that.

Maybe if they just had one, it would be less expensive.

Like what we have right here, right? So we got our bank account, we got our credit cards, right? I know that. All of our expenses. So like, let's see here. See if there's anything to actually update.

So this is literally what you would see, right? You put your accounts in here, you click update, which. Which is doing right now. And then it's going to bring up new transactions since the last time you update. So for example, this was done like five days ago, I think in terms of being categorized. But there's just one transaction on the bank account. So I scroll down to this. I see $151.90 was a mobile deposit. I know that Sales because Tim the man's access to the bank account and can do mobile transactions, depositing checks, right? So I just confirm. Boom, it's already. It's categorized just like that.

And the category, like, how do you. How do I.

Could we look at it through my point through my screen to see how I could go through it?

Do you. Can you share? Do you have to share on your screen.

Let me see. Share screen. I see it. Let me try that.

Go ahead and click that and then open up the window. Which. Or click on the window, whichever has your quickbook. So probably Chrome or Safari or whatever.

You'Re using right now says host disabled attendee screen sharing at the moment.

One second, one second.

Yeah, I'm going to make you the host for just a second so that way you can share your screen. Okay, go ahead. All right.

So I will click on the one that. Okay, let me know if you see it.

Yep, I see it. Perfect.

So do you see all those? I think those are the counts.

Right. So these are just the expense categories. These ones in the middle right here. Expenses. So yeah, this is expenses for last month. Your total expenses was 27,000 and then 16,000 of that was payroll. 2500 of that was legal etc etc etc.

1400 subhan. No idea. Everything else. Right. That just sounds strange.

This is the big red flag I'm seeing right now. Carlos is down in the left hand Corner. You have 21 and 53 to review. They are literally doing expense categorization once a month.

Okay.

And then so let's, let's just show you how to do it. Go up to banking in the top left there.

Right.

Go to Banking.

Click on the banking. Okay. And it's gonna open up. We're just looking at online, right. So. Well, I would recommend, you know, if you want to make this simple is to go down to one account right now down the road. If you want to implement profit first, awesome. But you need to know your numbers first. Right. So but in terms of what's going on right now, for example. Oh yeah, I can see what's happening. So scroll down, scroll down a bit. I'm assuming, see these online transfers, I'm guessing this is what's breaking the money apart into different accounts. It's that, right?

Yes, yes.

Okay. Because like I can see was 150, 150 and 650. Those are probably going to three different accounts then. For example though, like this is pretty simple, right? So we got return authorized from Home Depot.