How to Get More Leads in the Summer Slowdown? (CALL-IN SHOW)

Ladies and gentlemen, boys and girls, welcome to another edition, the Mike Andy show. We're doing it live. We haven't done this for literally months now as where I record a live show with the call in show and so we already got people in the queue. I appreciate you all being here on the second channel. This is not the main channel. You will want to subscribe to Mike Andy show, which is my secondary channel, which is which I hope, I hope to make a regular occurrence of these live shows and really more of a podcast sort of atmosphere. You'll do live phone calls, you know, texting, you know, over dms. All fun and games, but doing it live in person on the phone, I really enjoy it. Kind of a radio style. It's pretty easy for me to produce myself and I'm looking forward to it. So without any further delay, if you have a question, call this number right over here. 361-733-3333. Just so everyone knows, you cannot call this number and get me a hold of me is only active when we are live on the Mike Andy show. So let's go ahead and jump right in. We got already a few people in the caller queue. Let me make sure that we are good to go in terms of our audio. Keep in mind if I cut you off or I put, you know, listen to your question, then cut you off of the weight room on the phone, please don't be offended. Just we got to keep things moving. I'm going to try to keep these at 30 minutes and not make them super extended. So without any further delay, let's bring our first caller in. Area code 478. You're on the show. Welcome. Thanks for coming on.

Oh, can we not hear them? Oh, snap. All right, one second, one second, everybody. I forgot to call in myself. Okay, give me a second. I know you're live. Just hang with me for like 10 seconds. All right, so there's this software that I use that I totally have now, forgot apparently how to use it. So I am going to call in, I'm going to connect my phone just like this. I'm going to cut this out because.

Then call in studios host and call screen.

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Please enter your show.

Yeah, we're going in. This is what we're doing. Okay. And I got my pin digit.

PIN number.

Okay. Yep. No one else can use this.

Oh, no, I did the wrong one. That was wrong.

That was an invalid PIN for Mike Andy's live.

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Re enter your six digit pin. Okay, if you think you have reached the wrong.

I don't know if you guys can hear that or not, but I put the wrong pin number in. Okay.

You are now in the host room and can manage your callers from the Colin studio web interface.

Oh, very much. Okay, Great. All right. First caller 478, you're live. We should be able to hear you now.

All right. Hey Mike, I appreciate you taking my phone call.

Sorry about that.

I run a very. No, it's no problem at all. I run a very small lawn care business on the side. I have a full time job, but I'm just doing a startup, trying to start up slowly and I run it as professionally as I can. So I am looking to scale up with time. One question I have to see how you would deal with is majority of my customers, they don't want a dedicated schedule of weekly or bi weekly. Especially customers who don't have lawns that grow very aggressively. If maybe half the lawn is shaded, how would you handle on what would you, how, how do you schedule those customers?

Yeah, like it really is going to come down to how fast you're wanting to grow. If you're trying to scale up and get more customers and volume is an important thing to you, you're. You're typically going to be less inclined to add friction to the sales process and that is like requiring card on file, requiring weekly service. Like the more requirements you add, the more friction there is. So typically what I recommend is like you got to ask, are you trying to grow? Are you trying to, you know, maximize profitability and efficiency of the company like where you're currently at? Are you trying to scale up and grow really quickly? Are you trying to make it as efficient and profitable as possible?

For my first year, I'm trying to make it as efficiently and as profitable as possible just so I can use my first year as to learn from my mistakes and, and to, and then next year I do plan on focusing on growth.

Yeah. So it's.

But I just wanted to get these, get these details fleshed out and to learn, learn these processes so I can, you know, so next year I can focus on, on growth. But I didn't know if I, you know, I certainly, I could not have that many customers and be sustainable if they won't, if they wouldn't do like a weekly or bi weekly.

That was one thing I was just.

Yeah, I think, I think for everybody, like the bottom line is you got to figure out what your capacity at your current size is. So for example, if you're doing this part time, maybe Your capacity is 15 or 20 lawns. If you are your first year full time, maybe it's 50 or 60 lawns. Determine exactly what that capacity is. Typically it's based upon your budget hours. However, know what that number is and as soon as you hit it, that's when you can start turning the profitability dial on and you can increase your profitability buying, requiring weekly, requiring a credit card on file, requiring all these other things, increasing your prices. And so the bottom line for this year, what I would recommend for the caller is ensure that you know what that is. And once you've hit that number, then you start turning these other dials on. And that is, you know, like I said, you can go ahead and require them to stay weekly. And if they drop out, great, great. I've got a wait list of people and you can literally have 10, 15, 20 people on your wait list ready to fill people's spots if they fall out. If you raise prices and people fall off, you can replace them. Next caller, we got from 605. Welcome to the show. Thanks for coming on.

Hey Mike, thanks for taking my call. Quick question. I'm considering becoming a franchisee. I'm curious on how the solo operator model works, if you want to then transition to the growth model.

Yep, absolutely. So last year the Franchise Advisory Council actually voted to have it where everyone has to be on a path to being the growth model. So it's within two years you have to become the growth model. If that goes to one year, if you surpass $20,000 in monthly revenue. And so a year from the time that you pass 20,000, you have to switch to growth. That way you lock in a territory, you have a governed area where all leads that come in that area are coming to you. And so really I would only recommend the solo operator model for someone that has like does not have the money to start get started with growth. And that might be if you have say 40 or 50,000, I'd recommend you maybe using the solo operator model. Whereas if you have the a little bit more cash or availability of capital for even if it is loan is, you know, 70, 80, 90,000. That way you can hit the ground running with the growth model and you know, really scale up capital and then furthermore use the full services of command center like payroll and email and all the other services. So I don't want to talk too much about Augusta because I don't want to get sound promotional, but definitely just book a call with Lee, go to Augusta longerservices,.com franchise and he can go over the differences with you of, you know, solo versus growth and what would be best in your situation. Next caller, we're keeping this moving. 908, thanks for coming on.

Hey, Mike, what's going on? How are you?

Good, good.

Hey, I had a quick question for you. You know, year five of my landscaping business and I started solar operator, grew it all the way to 39 employees, doing a little over 3 million in revenue. But I'm finding that I'm hitting that plateau of where I can't go any further than what I'm doing now. I mean, the ultimate plan is to, you know, to grow it up to a little bigger, about 10 million. But I, I can't. I'm almost doing the reverse. You know, how you're supposed to build a foundation and work your way up. I'm almost working where I'm finding the employees and I'm trying to kind of build the back end and, you know, it's not really syncing up well, you know, receivables are backing up. My, you know, debt to income is a little higher than it's higher than it should. So, you know, struggling to get a line of credit or a loan like that. I wanted to know what, what your recommendation would be when you are facing fast growth and you don't really have any, any sort of outside money that, that I can get.

Great question. First, let me say thank you for your vulnerability. The fact that you're doing 3 million and you're willing to say that that speaks a lot to your character. Most people in your scenario are more interested in the trappings of what looks like success instead of just being honest about where they're at. So first of all, that's a huge thing for you. What I would do if I was you is realize that if you're bootstrapped like you are in terms of raising your own capital, you don't have outs on funding or access to lines of credit or debt. Is slowing down your growth by one year, like just pausing growth for one year instead of next year doing 3.5 or 4, just doing 2.8 or 3 is the difference between you growing, you know, five years.

Of aging yourself in the next 12 months versus slowing the growth down a bit, getting things under control, being extremely profitable, and then going into the following year, like going into 2025 with a very healthy profit margin on a business that say 2.8 or 3 million in top line revenue if, even if you're 10% profitable on that, you know, after tax and everything. $300,000 of net profit takes a big chunk into probably whatever debt you currently do have.

Correct?

Yep. So I'm strapped. Yep.

Yeah. So like, if I was you, I would say, okay, what, what happens if I raise my prices by 25, 30%? I know it sounds crazy, but it's probably raising prices by 20 to 30% for you will probably basically just put the brakes on your growth. But it would, it would literally double or triple your profitability. Let's say you're at 8% profitability right now and you're basically just churning your profit in terms of cash flow in to fund these receivables as well as equipment, et cetera. That's what's happening. So let's say you're 8 or 10% profitable. If you increase prices by 20, 30%, you are literally going to triple your profitability. You'll slow down growth though, because your close ratio will come down. But ultimately, if you do that for one year going into the following year, you'll be in such a healthier spot. And at that point, what I thought the conversation was going is your ability to start delegating and getting middle management is what will take you from 3 to 10 million.

Yeah, no, no, I hear what you're saying and yeah, I did try to implement, you know, you know, have an estimator, have a manager, you know, one left early in the season and then I was pretty much like a ping pong from, from spring until I found someone else to fill that spot and then bring them all up to speed on what, you know, the expectations would be. But no, I agree with you and I think that makes the most sense to pause, pause the growth, slow it down, make it profitable, build your system and then move forward. Right.

There's no shame in taking one year to slow down growth. And ultimately the drug of growth is something that causes a lot of people to lose money and ultimately lose their life because they'll go five, 10 years of grow, grow, grow and realize they've built a business that now sucks 10, 15, $20,000 a month in just loan payments. And they're like, they're basically tied to the end of their loan, their, their loan term. It's like, oh, in 10 years, once this is all paid off, then I'll have the perfect life. When in reality, if they just took one year and slowed down growth. And this morning I talked to a franchisee, I said you need to raise your prices by 20 to 30% as a solo operator that over the past 12 months has grown to, he said, 200 weekly and a hundred bi weekly customers in one year. Fast, fast growth. And he's like, I had a couple employees leave, like, what do I do? I said, you need to stop growing by raising your price by 20 to 30%. And he just recently forced weekly services on everybody. And he said, I think like a few people left. I'm like, that's probably what's going to happen. And when that happens again, you're going to now have the confidence to go raise your base pay, raise what you can pay your employees and, and tap into a whole different market. Because when you go, trust me, when you go from $15 an hour to 20 or $22 an hour in terms of base pay, you totally change the paradigm and the type of person you're bringing into the company. And so if employee churn is an issue, you look right back at the fact that raising prices will probably help solve that issue. All right, next caller. I apologize for those that are trying to get into the call queue. It is full. Feel free to keep calling though. Caller 773, thanks for coming on.

Hello.

Hey, how's it going?

Am I on?

You are on, brother. How's it going?

Oh, hey, Mike, thanks for answering my call. I'm actually doing some lawn signs right now. But anyway, I'm calling to see. So I'm pretty much, long story short, a solo operator. I've been in business for five years. This year I'm barely starting to make profit after all of my past years of losses and pretty much reinvestment into the company. I just wanted to ask, so right now for the month of June and July, of course, obviously we, we've pretty much generally had a slowdown across the board, I would assume. But my question would be is how much would you assume that I should be allocating into marketing? Because right now my current pipelines were Angie leads, thumbtack, and then of course, Google Ads, but I've seen slowdown on all of those. And then I also do Facebook groups as well, but I haven't seen any results as of yet. Right now I just did 150 lawn signs and then of course I ordered about a thousand door hangers. Do you think I should ramp up the guerrilla marketing or do you have any more tips for any other pipelines of marketing that I can do?

Yeah, absolutely. Like this time of year for a lot of people, especially if you're in the northern areas of the country, you're going to have during heat times is when the grass starts Slowing down, mowing customers start to cancel or they go to bi weekly. And so what you have to do at this point is realize that spending money right now, although it is enticing, and you should potentially do it, especially if you have less time than you do money. So if you have a lot of money and you don't have a lot of time, spending money on marketing is not a bad idea right now. However, the reason there are less leads is because the demand for our services is becoming lower. This can be said for any time of the year where it slows down for you, including the winter. And so spending money against for marketing, although it makes sense to fill your schedule, realize that your customer acquisition cost is going to be higher when demand is lower. It's a natural supply and demand curve. All right, if there is, you know, no demand and no one needs your services, it's going to cost more money to get leads. Your customer acquisition cost is going to go up. We talk about this all the time. Your customer acquisition cost is the inverse of demand, which means when demand is high, your customer acquisition cost is going to be low. Think spring rush, when everyone needs our services. You can literally pick up customers for nickels on the dollar in terms of throwing up YouTube ads or Facebook ads or Google Ads or nextdoor thumbtack or whatever you're doing. And so when things get slow, realize you're fighting supply and demand curve by spending money on marketing and you're going to pay a higher customer acquisition cost. That's fine, assuming you have money. If you don't have money, what you want to buckle down on is direct marketing. Like instant quote door hangers. They get a price in front of the customer and they can immediately respond to and get, get a work or. And this is the one that you definitely should be doing. Instant quote, not instant quote door hangers. As much as one click estimate emails. And that is emailing all of your database with a link that when they click on it, they're asking for an estimate. Because that database that you have built, maybe you have hundreds if not thousands of people inside your CRM. You should be able to email all of them. And they already know, like and trust you. You're going to get like a 60 to 70% open rate assuming you do the email correctly. And you're going to pitch one service, one call to action. And that call to action is not call you, email you, text you. It is one thing. Click this link if you want an estimate. And that link is then going to send you an email Back to your office via an automation that is going to say, hey, this person wants an estimate for mulch install, property cleanup, paver, patio install. Fill in the blank of what service you're pitching, but have one call to action and one service that you pitch inside that email. I promise you, if you do that, you're going to get leads, especially if you haven't been farming them, that is keeping them warm month after month after month. I recommend at least one of these a month. If you're slow, go ahead and do two. I used to say not don't, don't do more than one a month. I'm seeing people, you know, across the board in copilot CRM that are using it sending out every two weeks and they're getting leads every single time. And they're not spending any money on marketing and they're getting projects that they want on the schedule. When they want to pitch mulch, they do a mulch email, they get mulch leads. When they want to do more cleanups, property cleanups, they do it. One click estimate email for cleanups. What happens? They get 5, 10, 15, 20 leads that come in from people that are highly likely to buy because you've already done work for them in the past. So keeping your existing database inside of your CRM warm is extremely important. All right, so if you don't have a CRM that no bulk emails and then allows for that tagging feature.

I don't know what else. Say, check out copilot CRM, I guess. All right, next caller 816. Thanks for coming on the show.

Yeah. Hey, Mike, how's it going?

Good. How you doing, brother?

Good. So I just started doing lawn care on the side this year. Opened up an LLC and everything. I got like maybe a less than 10 customers that I do regular most for. And I've been watching a ton of your videos, kind of looking at really diving in now and getting a business loan and using some of your videos to help me write a business plan to make it happen. But my biggest question right now is now a good time to start with the season winding down and using your aggressive door knocker methods. And it just basically is now a good time to get it started with the season winding down.

Without too much context, I would probably say keep your current job for this year, but keep growing your current database of customers on the weekends, in the evenings, etc. And then next spring, make the jump when you know that demand is really high and there's going to be way more leads for you to Be like immediately double or triple your clientele. That's just going to be harder to do right now. And your bang for your buck when it comes to marketing spend is going to be so much better at that period of time. And then from like it also has to parlay. And the other part of the equation is like your financial risk, you know, equation like do you have a family, do you have dependents? Those are things going to weigh probably more heavily on your mind when it comes to whether or not you to go take a big piece of debt out during a period of time where leads are going to be harder. Not impossible, but harder to get this time of year. Does that make sense?

Absolutely. Yes.

Cool. All right, brother, you have a good one. Best of luck to you. Next caller is coming. Whoa, I just clicked the wrong one. That's fine. Next caller is coming in from 6. 1 2. Welcome, Cameron.

Hey, what's going on, Mike?

Not much, brother.

Hey, two questions for you. First one is when's the next PC unfiltered coming out? Man, I've been waiting.

Literally right after this I'm recording with Lee. So whenever he, whenever he posts.

Awesome. All right, main question is, I've heard you talk in your videos a couple times about it. I just want to see what your opinion is on one man versus two man mowing crews. I do a lot of smaller yards, you know, like quarter acre thing. It's just small ones. And I'm just curious because from what it seems like if one person is going out and doing these lines, they would make more money versus if they have like something with them. Is that, has that been the case or what is kind of your. Your current, current take on one man versus two man, something like that?

Yeah, absolutely. Like in general, the more stops you have per day, the more inefficient adding more people to that crew becomes. So what that means is if you have 20, 30 lawns that you're trying to get done in a day, typically smaller property and sizes, you're going to want to have less people on that crew. Why? Because every single stop is. Is a part of the process that that allows for waste. Because if you have two people, they are never going to end perfectly at the very end of the job. They're not going to finish the weed whacking and blowing every single job at the exact same time that the other person finishes mowing. If you had three people, that even more waste because now you have more waiting around. Less, less. So if you're having three or four people in a truck, but they only do four or five hour properties and it's HOAs and commercial property. That's like if you have a commercial property and that's the majority of what you're doing in terms of maintenance. I don't mind someone having a big truck, three, four, five guys on it, three or four, you know, zero turns on the back because they're going to park their truck and maybe do two properties a day. So there's no waste. The more properties and stops you have per day, that is the smaller properties that you have, the more efficient a crew member is. The trade off becomes when you start having to buy them an entire truck, trailer, setup, equipment, etc. Just to be able to make them go solo or allow for less people on the truck. So there's this handoff of capital, like spending on capital improvements. And in capex, capital expenditures is called like assets, trucks, equipment, et cetera versus spending more on wages. Right? So as a company grows, expands, typically from a tax perspective, it makes more and more sense as the business becomes profitable to get more assets and, and then allow the assets to make the labor more productive. However, the assets are a fixed expense, wages are a variable expense, which at the beginning, when you don't have a lot of money, you'd actually want to lean more on the wages. You'd want to lean on having two people in the truck, even if they have 20 stops in a day, simply due to the fact that you don't have the, the capital to go buy the have the capital expenditures or you go into debt. And so I'm not saying you shouldn't go into debt, I'm not saying you should or should not buy trucks. What I'm saying is there's a handoff of efficiency versus having to go spend more money on capital. And typically what I see is you want to maximize how many people in a truck? Up to two. If you're doing 15, 20 lawns a day, for example, you know, up to two people. And then as you become more profitable from a tax perspective, you go out and buy the capital assets required to be able to make your guys more efficient and use the three fixed cost of equipment, trucks, et cetera, to warrant the fact that it's easier to buy those than it is find more employees. And so that's going to come with time. Though I don't recommend you go out and get a bunch of debt so you can have the trucks and equipment and have less people in the truck because I'd rather have you have variable expenses than fixed expenses when you're first Getting started. Next caller 708. Welcome to the show. Thanks for coming on.

Hey Mike, can you hear me?

I can. What's up, brother?

Hey, it's Will. Quick question for you.

On on copilot. Is there currently or will there be a way that we can differentiate the close ratio between reoccurring Mojo in one time projects?

Yeah, so like right now, we are actually working right now on. Working on two things. Well, first of all, you mean for close ratio?

Yes. Yeah, okay.

Okay, got it. Sorry, sorry. I thought, I was, I was thinking attrition for a second. I was like, why would you need attrition for one time projects? Okay, yeah, so for, for close ratio, it's something that we have in the works. It's not something we're doing right now. We are tidying up the close ratio and like the whole KPI dashboard this week. And then next week we'll start diving in on 3D notifications using AI. The thing is, when we start going down the path of 3D notification, that's when we're going to split out your close ratio for different types of services. But it's not there yet. So in terms of timeline, realistically, the fall. So.

Awesome, awesome. Super excited. Thank you.

You got it, brother. Take care. All right, next caller. Again, I know people are saying that the call lines are full. Like the lines are full. I'm just taking from the top. The people have been waiting the longest. Next caller is 9 5, 9. Welcome to the show. Thanks for coming on.

All right, Mike.

Yeah, what's up?

Hey, thanks for taking my call. I just had a quick question. As we start to grow, we're probably going to end the year around 6, 700,000 this year. And our big issue right now is we have, we're doing a mixture of product project based like patio, soft skate and also like shrub trimming and butch and bed programs with the same crew. But what we're starting to see is, you know, we might have four weeks of project based work and someone's not going to wait that long to get their shrubs trimmed. So what would you recommend in that point where we don't have say the work in that specific project base to keep a dedicated crew busy in that sector just yet.

Yeah. So the challenging part when you have dedicated crews that what you're really doing is you're having to manage multiple.

Wait times or you're having to manage multiple budget hour capacities is what the language I would use because you might be booked out four weeks for a certain type of service, two weeks for a different type of service, and three, three months for a different type of service. So the challenging part, and not to say that you should not, you know, have the, you know, have this in dedicated crews, but what you have to keep in mind is the fact that you, you literally can't say I'm booked out three weeks. You're gonna have to say, I'm booked out two weeks for this service, four weeks for this service and eight weeks for this service. What you're going to want to do is track that over time and then make sure that your labor matches those know, ebbs and flows of demand for specific services. And then what you can do is cross train a few of your crew to be able to move guys in between the crews, but not the entire crew. Because if you're trying like, hey, I want to dedicate this crew to hardscaping, great. But what I'm going to do is I'm going to take two or three of them, maybe out of five or six, and cross train them on bush trimming so that when the bush trimming guys get crazy busy, I can move a couple guys over and somewhat, you know, even out that massive spike in demand. Does that make sense?

Yeah. What would you do in like the, say, the shorter term if like, for example, we have a project we're going to work on starting next week that's going to be a week long project and the one after that is going to be a four day project. But in the meantime we're getting, we do the simple growth automation.

And so we just got a whole flood of bush trimming that came in. So the same guys are going to go put the patties in. I mean, the same guys that are going to do the bushes and we're just getting our closing ratios starting to drop a lot because people aren't willing to wait for those patio guys to go do the trimming. But.

Yeah, like, you know, we just don't have.

Yeah, like ultimately, when it comes, whenever it comes to being booked out a certain, you know, far, eventually you're going to have customers that just do not want to accept the job. Especially when it comes to things like overgrown mows, like mowing, bush trimming, any sort of maintenance to be typical, People don't want to wait five, six, seven weeks. So what you're going to want to do is say, okay, when estimates come in to me, I can't just put them on the next available slot. What I need to do is I need to ask Myself. Okay, is this a project that could be put off two months? Because if it is and it's a paper patio, I'm not going to put them when I actually have availability in two weeks. I'm going to put them in two months knowing that there's other services that are more time sensitive that I'm going to leave space for. And this is really important. When you go into.

People do that, offer a large amount of services or even just a few services, is whatever starts coming in during the beginning of spring rush, they start putting on the schedule in a more, you know, this one called in first, they accept it, okay, they're next. And it's kind of a first come, first serve basis. That's not how you want to do it. How you want to do it is how long is this type of work, this type of service able to be able to like be on the schedule for without them canceling. And if it's a paver patio, etc. You can wait a month, two months. I've seen people do three, four, five, six months for these bigger projects, whereas for bush trimming, you're going to need it right away. So in the short term, what I would do for someone that has more of a crunch when it comes to labor for, for these specific services, or you have a whole bunch of leads literally waiting for you, is, you know, accepted estimates. Basically you're going to want to make sure that you get to the lowest common denominator of labor that you will need to, to cross train your team on. And so for bush training, for example, you can get someone to be, probably do 90% of those bush trimmings within an hour of training in terms of like, okay, guys, rake out the beds, trim the bushes, haul it to the, the truck. They're not maybe going to be the best at pruning a fruit tree or trimming a rose bush, et cetera, but you can get them to the lowest common denominator. So they are effective at working down on that backlog of work that just came in for that service. And so there is going to be either a, you're going to have to throttle leads. And it sounds like right now in the short term you can't. Cause they're already sitting there. The automation went out in the short. But in the long term, you do want to throttle leads of these different types of services so that you don't have this backup in the, in the more short term. And really as a backup mechanism, you want to cross train some of your guys on the lowest common denominator of the services that are more seasonal project based work, especially in areas where it doesn't snow, you can usually book out way further into the future and you know, not have way less consequences. By the way, another great way to close projects that are weather insensitive is if someone's like worried about price. No, Mr. Jones, we could go ahead and give you 10% off of this if you schedule this five months from now in the middle of December. And you know that you can do that because that's also when you're slower. So keep that as a kind of a strategy as we head into the second half of the year. If you're booked out way on projects that are not time sensitive and are less maintenance dependent, you can book these out in the future. Make sure that as you head into the spring rush, as you head into any busy season, you are throttling the the amount of work that is time sensitive versus the projects that are out into the future. And as your backlog gets shorter and shorter in a time like July, August, everyone's like oh my leads are worse, leads are getting less. And what happens? We start taking all of these leads from all these different services and just putting them on the schedule first come, first serve bad news. And that leads to again a massive backlog of work. When in reality what you could have done is put some of these projects way, way out into the future. Still got the customer to accept. But then take the more time sensitive property cleanups, maintenance type work closer to now. So I appreciate all coming on here. I'm not going to make these long and drawn out. I'm going to try to keep them around 30 minutes. I'm going to head and cut off. I feel horrible because the call logs completely jam packed. I will do more of these. It sounds like there's a lot of people that are enjoying this. So 100 plus people already still listening. I can't believe it. I'll do more of these if you all enjoy them. Please share it, comment, comment that and that you enjoy them and I'll do more. I'll try to make the time to make it happen and I appreciate all being on here. I'm gonna go now record another episode of the C Suite unfiltered with Lee. So definitely check that out. Again, I apologize for everyone that is waiting in the queue but a very good rendition. Another reawakening of the Mike Andy show live. I'll be doing the call in show more often. I I appreciate it and I enjoy it. We'll see you guys. Maybe tomorrow or soon, but if we're gonna make it a radio show, we're gonna. We're gonna go all out. All right, guys, we'll see.