How to Get More Leads with $0

Hey, everyone, it's Mike Andes. I'm the founder of Augusta Lawn Care, where we have over 200 locations around the world. And I am the founder of Homeworks, software built for home service business owners to grow without breaking. And today I'm actually talking to members of Homeworks. Instead of our annual momentum call, we're doing Q and A and we're going to be talking about how you can grow your home service business, scale up your marketing channels to actually be able to dump money on one specific platform, how to test that platform, and it's all other questions revolving around how to grow your home service business. Without any further delay, let's go ahead and roll the tape. Where do you see Copilot in a year? Yeah, well, it won't be called Copilot. It'll be called Homeworks. That's the first thing. The second thing I would say is a lot of features that we're working on just a lot clearer in how they affect sales, operations and admin. So from an operations perspective, like next week you're going to see save routes come out and like, there's a lot of work going on in the dispatch board, especially when you start doing a huge volume of recurring vi. On the sales side, instant quotes is going to be very important to us as well as the price book. So those are two big things that in 2026 we're working on to be able to, to build out a quote very quickly without having to use like a spreadsheet or calculator, anything like that. And then behind the estimate, have all the components of the job, both their cost and their price to the customer on the back end. So by doing that, we'll be able to do a much better job of job costing. Because right now you can do job costing us, but it's at the job level, the ability to be able to build out an estimate where I put in there, okay, a foot of pipe cost me a dollar and I charge $3. If I can then have all the components of the job, including labor, materials, all being created for you, I can tell you exactly what you're going to make in terms of profit on the job. So sales, that's operations, more the dispatch kind of organization side. From the admin perspective, a lot of it is this honestly design even for. For like behind me at Augusta here during the spring rush, we'll have about 70, 80 people on the phone doing admin every day. If I can just save everyone one second, one less click, one less getting distracted by something that shouldn't be popping up at the wrong time. That's really important. And so our goal is like you'll see a lot of things even like the unscheduled work and wait list that just came out, it looks a little bit different. Like the filtering looks a little different. It's a cleaner those are the type of little changes from an admin perspective really focused on and that just like the overall tightening of the design so that someone that you drop into the system can learn it much faster because it's more intuitive. So for example, the one of the pages I hate the most is like the customer list page right now. Tons of filters at the top. There's a lot of buttons, a lot of things happening. We can change that design to where it's very intuitive to when you get in there like oh, I can very quickly find the service I want I can very quickly find the zip code or if they doing if they're currently on service or if they have a pause service. Those are the type of things that we can just make better. And so a lot of what we're doing in 2026 is just making what what is there better faster, easier to navigate. But then also building some tools that I think will really help with sales especially instant quotes and the price book. And then secondly from an operation perspective a lot of scheduling stuff things around like multi step routes et cetera. There's a very long answer to your very short question but I appreciate it nonetheless for breaking the ice. All right, let's go ahead and Jacqueline.

Hey question for you for our context. So we're 740,000 business nine years coming generally have stuck in profit mode for the last three years in tweaking and building. I have had great intentions of getting P4P and have failed every year for three years now. But we converted to Copilot last year and our problem has gone. We're a multidisciplinary service and that's where we get stuck. And that crossover and diversity as we were like the ones 33% irrigation tech would be you know 40% but then weed control is like 20%. Where we tried the software and we couldn't have we haven't tackled it again. No, we tackle in spring and it was with copilot transition we just said hey do my we're going to fix it later.

Yep. The good thing is you do the hardest part which is the switch to Copilot now making the P4P part will be way easier and so how you can make this work. Jaclyn is inside of your items and services of copilot, you can adjust the rate that is just for P4P. Now what's nice about that is it doesn't change anything inside copilot or your billing or invoicing. So you could just simply move that number to make sure that it corresponds with the correct service and move that number up or down the rate. So if you go to item and services for weeding versus mowing versus all these other things, you get there's a separate line in there. It just for the sink to P for P and the rate for P4P.

Oh, in the.

In.

In the SKU.

Correct. Right, right in the item in service. And so that way it should just sync up. So like we built that just for this one reason and that is people have different rates and different percentages for different types of services. If you manip that number, it'll come across to COPA or to PvP correctly.

Was that always there?

Yeah, it was.

Okay, well, I guess spring rush happens, right?

It's okay.

We couldn't solve that. I guess at the time it's not.

Super intuitive because what everyone thinks is that the rate and the P4P rate should be the same. Right. And. And theoretically. Theoretically, if all your percentages was you would be.

I wish.

But yeah, but you can just move that number up and then it'll move over inside PvP. Like it'll. It'll adjust on PvP.

Okay, so that is easier to handle. It has been built with.

Okay. Okay, good.

It's not going to be perfect because you are kind of inflating what looks like your hourly rate is. So that could throw like some of your reports slightly off. But in terms of the actual how much are they earning? All that will come across clean. I'll also say once you get try that out and you're like, oh, what about this? This and this? Book a call with la. You can do it even if you're not a member. Just go sign up, go to support and book a call through. And she'll just be like, oh yeah, just change this one or two things. Or your percentages can change here. Or for example, some of your team members might mostly be on mowing or mostly be on unweeding. Hey, the user level. Change out those percentages and we can make it cleaner.

Okay.

Okay. Hey everyone, real quick, I just wanted to make a shout out. This call that you're watching right now is actually what we call a momentum call at Copilot. It's one of the calls that we have every year with all the members inside of Copilot. And so if you ever thought about joining Copilot or switching softwares, I highly recommend doing it right now. This is the best time of year to do it. And we are really interested in helping you grow your business, not just have software and make a bunch of a box of features and have you on a subscription and lock you into contract. We don't do that. We have a guarantee that you'll grow your business or your money comes back to you. And in order to do that, we make sure we have these calls where you go over your goals. We actually have a goal session and a planning session. And the entire first year is full of calls with support to be able to make sure you grow your business both in revenue and in profits. So if you've considered joining, go check out copilotcrm.com, book a call with Christian. He's our head of sales. He also used to be my personal trainer. He's a great guy and he'll see if joining Copilot is the right fit for your business. All right, James, I believe, is up next.

Hi, how you doing?

Good. How are you doing?

Doing well. So last year we had kind of an interesting year with marketing. We primarily did direct mail and door hangers. It's done pretty good for us in the past. Last year, between direct mail and door hangers could probably put out about 3,000 to 3,000 residents. And we got like five, maybe 10 calls off of all of that. And there were some things I changed in the marketing. But I'm just curious, what's like a good call rate for marketing?

Yeah. So are you all door hangers that you did the 3,000 on?

Door hangers and postcards?

Okay, so do you know of those 3,000, how many were door hangers and how many were postcards?

Postcards? 1500.

Okay. And of the six calls that came in, how many of them were from postcards and how many were for door hangers?

It was pretty even split.

Okay, so you have a 1 in 500 hit rate in terms of a response rate for as a blended average, that's a good starting point. Most people don't even come up with the number because then, then it's a function of, I don't believe you are yet in a position to do more. So you have more better new more would be, hey, this is working. Let's go do more of them. I'd say go do 30,000 instead of 3,000. The problem is you can't do more because the math doesn't math when you're getting one out of 500. And so this is when better steps into play and most people go think new. I don't think that because 1 out of 500 is a benchmark that I think you can eventually, down the road, increase that effectiveness by 5. Like 5x. I didn't get to the 1 out of 100. And then you start have a real good marketing machine. Like, okay, if I can put out a hundred of these an hour, that's one per hour. If I pay someone to do that's 25 bucks. With my print cost, that's $30. The cost per lead, $30. That'd be great. And so I would say this is actually a function of doing it better. And the reason I say that is because when we started doing door handers at Augusta, our hit rate was very similar to yours. We've done 24 versions of the door hanger now to get it to where it is five times better. And in terms of like 1 out of 100 as an approximation. So to get there, though, it'll mean, like, okay, now next time, next year, when you do 3000, let's do 1500 of them that have instant quote. And let's have 1500 that don't have instant quotes, like the actual price of the job. Let's have. And then, then you can again do another with 1500. All right, 1500 that have a QR code 1500 where they write in their email address and their phone number. These are the type of things that you start split testing to get to where the exact same number of door hangers will produce five times more results.

That makes sense. The one thing we did change that year was we did switch over to. It wasn't exactly an instant quote, but we had like a starting rate listed on the door hanger. We've never done that before. And so I'm wondering if it was just kind of a turn off for people starting at is because we're a little bit.

We haven't. Yeah, we have not seen that move the needle in terms of conversion. I'll just, like test this. So when. When you say starting at, if they basically think of that as, oh, that's the lowest price. I'm only gonna be higher than that. Which unfortunately, when it comes to numbers, higher is infinite. And so they think, like, if they say starting at 50 bucks, oh, I'm probably 80 or 90, well, they could very well be 50 bucks. And so I would highly recommend James, like, sound promotional but, like, check out long term. Don't even have to buy the door hanger. Just go to that one. That was one of our, like, I think our 15th version that we used, Augusta. We've now customized a little bit more because we have the command center to be able to do some cool stuff with in terms of instant quotes and collecting card information. But you could start there with a design of like, okay, I know that just doing that design will double the amount that you're getting from door hangers compared to, like, doing a starting at number if you have a QR code on it. It'll also improve the conversion not in how many people respond, but in the legibility. Yeah, legibility of the information. Because when they write on it, it messes up to some degree. I also know that if I offer more than one service, I'll increase the conversion rate because now I might swing out, swing and miss on a mowing service. But because I put a property cleanup price on there, I get some percentage of people on that. Right. So, like, you can get that conversion way improved just by doing more. Like, that's why it's the. I'm happy that you tracked it, because if you track it, then you can improve on it and split test and see what works. And then you're gonna be like, okay, I tried that in my market and it actually got worse. Okay, don't do that. Let's do the opposite of that. And so it'll take you a while, but, like, I would not give up on any channel when he's like, is it good? Is it bad? It's like, how well did you do it? How many did you do? How long did you stick to it? How many iterations did you. Like, there's so many more questions I'd have to ask. Right, right. Like, if I. If I. If I was giving away lawn care service, I'd probably get a pretty good hit rate regardless of whether or not that door hanger worked or not. If I just said, everything is free forever, we get a great hit rate, you know, so.

And then one more question, if that's okay. Yeah, well, things have been pretty tight throughout the last five years, and one of the things we keep running into kind of off of your, like, 4L framework, is we have a lead problem, but it's kind of caused because of a liquidity problem. We don't have the money for marketing, so we're kind of stuck in this loop of where we can't market enough to get the liquidity. But we don't have the liquidity to market. So how would you suggest kind of breaking out of that?

Yeah. So if you don't have money, that is liquidity to get leads. The question becomes, how do I get leads without spending money? There are a few things you can do. One is you can do things that require time instead of money. For example, like door hangers, where for, you know, $50, you can get thousand, a thousand plus of them, and go out and put them yourself. So first step would be I go spend time instead of money because I don't have money. And especially when you're slow, like, there's no reason but not to go out and do that. The second thing would be, are you extinguishing all other aspects of marketing that don't require money, I. E. Upselling, cross selling, talking to existing customers, emailing and texting them additional offers. Those are the things that you could double the size of your business and keep the same number of customers and never get a new lead next year. So one of our locations at Augusta, I just went through their. Their. We have their. Their met. We pulled their metrics. I looked at their numbers from last year versus this year. Their profit doubled. Number of customers went down by 10%. And they didn't raise prices. They simply took the existing customers they had and just sold more stuff to them. Their annual ticket, the average annual ticket of each customer or average annual value went up like 40%. They got better at sending text messages to the customer of spring and fall cleanup. And on average, people accepted one of them. On average, that was $600. That increased the average ticket by. By more than 40%. Because if they just mowed their lawn, it was like eight to nine hundred dollars. Right. So I would first like, for example, like, do you send a monthly email blast all the customers inside of copilot?

No.

Step number one, completely free. Are you an enterprise right now, James, or lower?

Enterprise? Yeah.

Okay. You have free text messages right now. Eventually we're going to have to charge for it. They're free to text your customers. How many contacts do you have in your database?

Probably about 800.

Let's go.

So we bought the business from a guy who failed as a business owner. We bought it with a bad reputation and tried to turn around, which was a bad move on my part. So a lot of those customers don't like us.

Did you change the name of the business or not?

No.

Okay. And these other customers, let's assume that out of 800, six of them had. 600 of them had a bad experience. How many of them know that the business, the ownership changed?

We did send out an email. I don't know how many people saw it. This was four or five years ago.

Yeah. So like four or five years ago, no one knows. Members, they don't care. They don't think about you, they don't think about your business. If this was four months ago, I'd give some weight to it. But even then people just don't remember. So I would highly recommend thinking of all these people's cold, cold traffic. Honestly, they don't remember who you are. Half the text messages are going to bounce, half the emails are going to bounce. But I would definitely be doing an email and a text message. And even if you have, do you have them segmented, James? But like the ones that were bad like that you kind of burned.

He burned kind of by date, if that makes sense.

Yeah, yeah. Effective. Yeah. Cool. So I would send all of them an email. I'd make that one much more graphical. You can put embedded video inside of the email builder of copilot. And I would explain why you, what you've done over the past four or five years to change the reputation of XYZ business. We've done this. We've done this. We've now have a software, we now we answer our phones, we have reviews. Here's a bunch of them. We have our money back guarantee. We do all these things now that are different. And so if you got burned in the past, I'm sorry about that. And when I purchased this business, I didn't know that. But I promise, if you're willing to come back and give us a try, we're going to over deliver for you. And then the people that have no idea about that old one, you're going to address with an offer for a service that's required at this time of year. So I, in my opinion, like when I hear 800 customers and let's just call, let's say 500, five or 600 of them are the old old people. Two or 300 new people. All right, two or two to 300 new people. When we go into spring, we're going to get them on a spring cleanup early in the year prior to when everyone else is calling us, like four to six weeks before the phone starts ringing off the hook. We're going to, we're going to email and text 2 to 300 people that have already done business with you in the past few years and they like you. You're going to email them all and you're Going to text them all in a very personalized fashion saying, hey, it's James over here. XYZ Lawn Care would love to do service for you this time of year because we get really busy in a couple months. But as a valued customer, I like to give you pr. I'll give you a quote tomorrow if you like it sound good. That will convert text and email and to other 500 people. You're going to do the first route which is. I'm sorry, if you're experienced in the past, here's all the things we've changed. Make a video and embed that on your email and do a link inside of a text message to all of them. Otherwise my GMs are not as allowed to spend one single dollar on marketing until they have text and email every single other customer. And they don't spend money on marketing because of it. And it. And it's. And it's free, James. It's free. It's. Just do it. Just do it. Cool. Good stuff. All right, Bob, go ahead, Mike.

Thanks.

Thanks for the invite, ma'.

Am.

Yeah, absolutely.

Been following you for a long time here and I want to thank you for creating P4P. I gotta say, I heard Jacqueline, I think it was Caleb talking about implementing it. I implemented three years ago, completely changed the business for the positive. Couldn't mention being a business without it.

You and me both.

Awesome. But that said, I want to share. One of the biggest wins for this year, no doubt was the stability of the team. We had the lowest turnover ever. We turn over to one guy in May 20th. The following day we were able to hire somebody and the team has been solid since. It's awesome. And I guess the question I have is how do we keep it this way? You know, we're not, you know, we're, we're an eight person company and you know, I just don't. Right now I'm just like I said before, P4P, we weren't profitable. So I never really knew how that felt. And we have been and, and I want to keep, keep the people here, you know, but we run a very flat, lean organization where, you know, there's, there's literally no mid level management. You know, how do we keep in there? How do we keep motivated other than good stuff?

You get the wheelchair and you get the, the crib and same, same situation. Let's go. Yeah. So I would say this is when the trinity of the trades comes into Play. So that's P4P. Open book management and profit sharing. Right. So have you done open book management and profit sharing yet?

Yes, we got quarterly profit sharing last quarter. Everybody, everybody was eligible.

Cool. Awesome. So I think you have in place what would be, I would say is a maximized form of one location. Like you have all your team incentivized on their daily as, as individuals. Give them incentivized from a team perspective and the business from a profit sharing perspective. The only other way to if you're thinking about your team and keeping that way is to create levels in the business. And if you're like, that doesn't serve my needs, then don't do it right. And it's like where the book like there was several times I'm like, I should not write this book because most people should build the business you've just built and just keep optimizing it and be very happy. And so if there's not that that's on the cards, which it doesn't need to be, just realize the hardest part for you is going to be now, Bob, is you built a great team, you're making money, but then you're going to lose people that stay with you for a few years and like they just got to move on to something else. And so what I would do is I would take the first seven stages of success. You could basically rip it straight off and the first seven stages and then realize that you might lose some people to the next stage of their career because they outgrow your business. But that's something that is something to be celebrated given the fact that you know you're only offering half the ladder. And so you instead, when someone leaves to a different company and goes to construction or they go to the oil or do something in college, you celebrate that with the team. And if you do, they'll actually believe you when you say you want them to get them the next stage of their career, even if that means leaving the company. And so before we had the GM track, before we had the owner track and we had the other 14 stages, we would celebrate when people left the company, assuming they were moving on to something bigger, better. They're going to make more money, educate themselves more, and so make it all about the learning and getting the next stage of their career. And they'll just realize those people that get through all the stages and they'll have to jump and that's okay. So take the seven stages. I would probably, if I was you, Bob, change the sixth and seventh one to be things that take a little bit longer. You could also adjust P4P to where when they hit like a seventh stage of success for technician that their percentage on P4P goes up. You just change that one number on P4P. Okay. You go from 25 to 28 or 30 or whatever. You could bake in some compensation there. But usually people leave if they're an A player mostly because of opportunity, other skills they want to, goals they have. And that is something to be, in my opinion, celebrated if they're moving on to something bigger that you can't offer. Very good.

Thanks.

You got it, brother. Congrats on all the success. All right. A. J.R. cNC Landscaping. Go ahead.

Hey, Mike. How are you? Big fan. So this is where I. I am right now. So we're going to be around. Last year we did about seven and changes 750 this year. I'm being conservative. We still got to do some. Some cleanups. Second round of cleanup, fall cleanups. We just got snow here in Mass. We won't be able to. Got to wait for that to dry out to melt away. But this is where I am. I want to implement the P4P for next season. But we do the way we try to do. We try to do the control growth. You know what I mean? So like we try to be profitable and try to keep everything running smoothly. Around 192 clients, my foreman makes $30 an hour. The next guy makes 26. The guy off the below him 25. And then the. The. The most cost effective guy is 23. Where do I. Everything's so high. Where do I go from there?

This is. You don't. You might not know this. This number. And that's fine. When you look at last year's revenue, the 750, do you know what your wages were on that?

Yes.

Okay. Do you notice?

So overall for everything, we're around 360 for everything for all of them. The same guys that I have now is the same guys that we had last. Last season.

Does that include your pay? The 360 does not know.

That's just. Just themselves.

What percentage of your day is spent in the field versus not 100%. Oh, you're in the field like producing revenue all day.

Yeah.

Okay, so I'm going to go ahead and pretend like you're a field member and producing about 125,000. So 100 just a bunny. Cool. So what we can therefore say is if we take your labor revenue out, the business made 625,000 dol with them. And now we're saying that we paid them 326. Like 320 last year.

Yeah.

So if we take 320,000, divide that out by 625,000, that means right now you're paying about 51% of total revenue to wages.

Correct. And that's a little high, but for what I'm getting, you know what I.

Mean, I believe that I got you.

That's great.

This is what I would do. Totally. I agree. What I would then say is, as long as you beat that number, we're going to win. We're going to win. Like, in terms of there's only upside for you. And so I also know that that number is very high and we can improve it dramatically with P4P. Because your efficiency score, if I had to take a stab at it, it's probably 60%. Yeah. And so that number can get well above 75 to 80%. And the Delta of the increase, the increase in their efficiency, they can make more money and you can make more money. And so the next question becomes, how do you do equitably when you have people at 30, 26, 23, 25, and all over the place? My question is, of those four guys, are they all doing the exact same thing, or is the guy that's doing $30, is he kind of like their manager?

So he was the manager for those three guys. Those two guys. I'm sorry. So it was a crew of three. So he used to manage the other two guys with him on one truck. I would take the other truck.

He's a crew leader, essentially. But he's been with you for a very long time.

Correct.

So this is what I would do. I would if. Because it sounds like you keep these guys for a long time. They're very loyal and you do not want to lose them. And so how I would pitch this to them is say, hey, guys, I'm trying to figure out this P4P thing. I want to pay you. The harder you work, the more efficient you are. And it's going to take me a little bit time. I'm going to be doing some math on the back end, but I want to figure out a way where you can make more money if you get jobs done faster and if you're working quicker, but you're not going to go down. Right. So you're going to protect their base pay. Now, in years to come, when you hire new people, we need to know what their base pay is going to be. And I'm going to go out on a limb and say it's around $23. I know your market pretty decently. $23 is probably what you need to be able to pay to get an entry level person that's half decent. So that could be your base pay. You have people above that. Now, if you had a larger team, I would probably say, and you have a few people above you, just say, hey, this is the base pay and we're rolling. And you might lose one or two of them in this case, you don't want to do that. That's your biggest fear. So what you could do is just have a different percentage on P4P based upon tenor. I am not a fan of this usually, but given the fact that these guys have been with you for a very long time, there's no one churning like you want to maintain these four people. I would say try to find the commonalities between what is different between 23, 25, 26, 30. I'm going to go on a limit saying it's something to do with tenor, like how long they've been with you. So for example, you could say, hey, you start at 23. After one year, you're at 25. At 26, you could bake your base, your base pay goes up on P4P.

Okay.

Yep.

Awesome. I appreciate your help. Thank you for everything and everything that you do. Thank you as always, been nothing but great. Thank you for everything.

You got it. All right, 907, you have been, you've been gifted. The final question.

Oh, I appreciate that. It's a really quick and easy one. I've got a guy who I think is awesome. He does an amazing on P4P. He's great by himself. His problem comes with, like, mentoring the new guys. He can definitely be a bit snippy with them. Every year he says he wants to move into this management position, but then every single year we kind of have the same kind of issue and I end up taking it back just to, you know, I don't want to lose my best producer. But at the same. And how do I find the balance? And do I. What can I do to lead him out of that or, you know.

So the biggest question is, does he see this as an issue?

Yeah, he definitely. Every time we've spoken about it, he hits the reflection and he recognizes it. He's also amazing at coming back the next day and being like, look, I was definitely out of line yesterday. So he definitely sees it. But I would say it is getting better. Just not good enough, fast enough. We're probably 90% amazing, 10% a problem. But, you know, in the middle of Spring rush, you can't have that happen.

So the best thing is he knows it's a problem. Right. If someone doesn't know the problem, know it's a problem, it's always ends ugly. They think they're doing just fine. And you're like, nope, you're not doing good. Almost always leads to being fired because they. They want this position, you say no. They want this position, you say no, and eventually they get frustrated and they leave. So the fact that he. He knows and recognizes the problem allows you to be able to have a conversation around. I want you also to have this management position. We both understand there are certain limitations that you have that are preventing you from getting this position. Let's team up on this together and figure out what we can do to make sure you get this position. And then together, you brainstorm and you try to get him to say as much as possible of the things that need to change. And then you get to step up and be like, okay, great, I can help you give you a roadmap to how to make. How to make those changes happen. So in your back pocket, you would probably want to have certain things of what, what you're going to tell him and benchmarks of success. So, for example, instead of saying, okay, you're the general manager, I would say, I need to train one team member that's green to do a very simple service. That's like step number one. I'd try to break it down for them that you could recon after each. Each of the steps. One of them might be reading a book like Leadership Training and Tactics. And then like, hey, let's read this together. One chapter a week. Easy peasy lemon squeezy. At the end of the chapter, we'll reconna it together and figure out what we learned. We, not you, we learned together. And we'll make sure how we can identify. Make sure we identify the areas that you can apply that to your leadership style. Right. So this becomes the classic. You know, leading a leader is. Is very different than leading a technician. And so it's a very different skill. And you will have to invest a lot into people, and then they will break your heart because they will leave after you do all the training.

Well, as long as it's for better.

Yeah. So, like, even this week, I think I got three or four or five. I think I forget four of them are going down, and we're sending them all out to Dallas for some leadership training. It's not cheap. It'll cost me six to $7,000 per person. But I know that the highest leverage you have in the business is better leadership. Because if they. If they have 6, 8, 10 people that they're managing and they all get 10% more efficient, that's the best 6 to $7,000 you'll ever spend in your whole life. Right? So the time that right now you might not be spending that kind of money on like getting leadership training for them, but what you are going to spend on is time and ideally doing it during your slow season. You go through things like a book. You. You figure out what are the benchmarks before you become this position, what do we need to do to get there and what needs to change in behavior and then spend like it's going to take time. That's what it's going to. It's going to take you working with him on his skills. And as long as you come from the position of we are both trying to fight the enemy, the enemy is there are things preventing you from getting this position. And together we're going to figure out how you can get there. Instead of like, you need to do this in order to be able to get a promotion. Like, it's just not. No, I get it.

I appreciate it. That's a great different tactic to take it to because I feel like I definitely do, like, hey, I want to pay you more money, but like, this isn't happening. So I appreciate that.

Absolutely. All right, I love you all. Hope you have a fantastic rest of your weekend. I do have to bounce to another call, but I will see you on the mastermind and on the Facebook group. But I appreciate you all tremendously. Cheers to another year of copilot. The last one before we go to. To homeworks. But I love you all and I appreciate you all take care of.