Jim's Mowing Tour, What Makes A Leader, Return of the Lawn Care Millionaire

Welcome back to the Mike Andes Podcast, where we discuss the ins and out of owning a small business. If you're new here, the Mike Andes podcast is all about taking your business to the next level. Starting out today is the finale of Mike's Australian saga. Mike takes you on the tour of Jim's mowing company with the man himself, Jim Penman, and they have lots to talk about. You're going to want to hear this one. Next, Mike asks us the eternal question, what makes a good leader? Plus what can you do to improve the meeting experience to be more effective? Lastly, it's the return of the lawn care millionaire. Mike has a short interview with Jonathan Patochnik, who has a long list of accolades, including being the founder and CEO of service Autopilot. We're going to find out what he's been up to since then. As usual, you can find all this and more over at The Mike Candies YouTube channel. But we're going to get started with Mike and Jim Penman. Let's talk business.

Today is day three of training and today I'm actually get Jim, the founder of Jim's Mowing, to give me a tour of the whole facility and their headquarters. So looking forward to it.

They said this was like 21 acres, this whole place.

20 acres?

Yeah, 20 acres.

Nice.

How is the impact, like the interest rates going up? Is that substantial on real estate yet or not really a whole lot.

Yeah, it's starting to have an impact. Some of the prices are going down. Yeah, I think, I think it will. I think it'll crash the industry a bit.

Yeah.

This is the nerve center over here. That's the call center.

Cool.

We actually have, you can see there, this tells you the average wait time, which is 10, 10 seconds, which is the limit. 92% on target, 3% abandoned calls. These are very important statistics because this is the lifeblood. That's the time.

Yep. Average wait time.

You cannot wait. And it's very difficult because our system needs to be trained. It takes person 6 months to learn how to answer calls properly in our call center.

Yeah. How do you deal with training? Because I know we're the same thing. You train people so long, but then even the past couple years, the churn is so much. How do you deal with that?

You just keep on trying them. Yeah, it's just constant process. You're constantly hiring, constantly training. We're trying to actually reward them more. That's a large part of the thing. Like, for example, we've got a. We had a trivia night last night. We said, anybody from the staff want to come in? We join the trivia night, have dinner on us tonight. We've got a games night going. Same thing. We'll come and play games and, you know, cheat and, you know, card games and Jim's Monopoly. We're going to be playing out in chess. We give them lunches once a week and we just gave them a pay rise. And we also give them a way to go because a lot of the ladies in here actually, including Steph, actually started off in the call centre and they actually went to the call centre, became leaders and managers and then we hired, we bribed them to come across here. There's a real career path, so you can actually rise from working in a call centre into management in Jim's group. So that's a big plus for us. But you've got to look after your staff. You've got to make sure it's a great experience, a great environment to them and treat them well. And I wander around and say hello to people and so forth.

I wanted to ask about the software. I know you talked about how much you spend on the software and trying to make it better and everything. That's been our big struggle too, is just the software side trying to build what we need. But the cost of it is.

Well, we're spending something like $5 million a year on software development alone. And that's not including sort of support and networking and stuff. It's a big, big project. But it does actually create a competitive advantage because no competitor can come anywhere close to what we do. They just can possibly compete with how we do it. The bigger we get, the more we can afford to spend on it and the bigger the advantage. We'll be able to book jobs directly into their diaries. We'll be able to buy and sell regular clients. We'll be able to have a reminders of jobs not done. We'll be letting clients know what's happening. A dedicated client app that they can actually check what's going on. They can ring, they can get a service done by pressing a button. There's so much we can do. We haven't even put our small toe in the water with what it will do over the next few years.

What all the changes are they having to make to kind of change from just taking the leads to actually booking the jobs now?

Yes, that's why they do it.

So is it mostly just the training side or the technology side that really you're working on for that?

Well, this is the training the staff to take the calls, the technology is different.

Got it.

We're constantly upgrading the systems and trying to make them better. In terms of it, as Joel said, it's a long way to go. But this is the nerve center. This is where the leads come in. It's open basically about 7am till about 9pm okay. But we're looking at going to a 24 hour model soon.

Got it. It's still all housed here.

The after hours stuff would have to come from some of the Philippines. It's too expensive here.

Right, right, right.

So we answer calls preferentially locally because people, local accents, people understand you. People prefer local people. But yeah, a lot of the back office work's now done in the Philippines.

Yeah.

That's awesome.

How's it going? Good to meet you. To tell you originally Jim's was a one room office and I had people answering their calls. But I pick up the phone myself quite often, which I haven't done for a while now because it's a really industrial process. But yeah, it's good to do things yourself I find because it helps you understand the struggles people go through. So as far as possible, I keep in touch with all my franchisees. As you know, they will get my phone number and email address and I will probably have contact with at least a dozen 50 franchisees a day in one way or another. Often about complaints or queries or just questions. And they will contact me and they know they can.

Yeah.

Everyone talks about 50, 60% of small businesses failing. But what they forget to realize is that that includes basically any entity under 50 employees. That includes a Taco Bell and a McDonald's or whatever.

The failure rate of cleaning and gardening business worldwide, from the best at Scenari, in from the states and everywhere else is about 90 to 95% in the first year. Because obviously if you buy a shop you're a lot more committed, but if you go into your own cleaning business or something, it's very easy to fail.

Most of them fail and they're deeper pockets. If they have a million dollars to spend on their build out, they're probably.

They'Ll keep going for a while.

It's a wrath.

So our first year attrition rate is around 12% which is much too high. But it's a heck of a lot better than 90% or 95%.

You said at the beginning before you did the training, it was 75, 17%.

Oh, 17, 17, not 17.

We're still learning the ACC.

Come on now, 70.

Look, don't worry. If you spend enough Time in Australia. You'll learn to speak properly as well.

Hey, my mom's from Australia.

Western Australia.

Really?

She is.

Didn't finish.

Oh, no, I haven't picked up any of it.

Yeah, for your joke, I was gonna say last time.

I could hope so. I cannot do a Texan accent.

Well, then you can't get me for no Aussie accent. Come on now.

But I speak properly already, Mike.

I need to learn how to stoop down to our level.

I can do certain accent. I'll do a German accent. They have ways of making you.

I can do. I can speak like an Irish accent.

Irish, Yeah, I can do that one.

If I could learn to speak like a Texan, I would. I would.

The TikTok views would go from 100,000 to 200,000 just like that.

That's. The next career move is comedian.

I think.

I think I'll stick to my day job franchising epigenetics.

Comedian.

That looks good in a bio.

I do well, I do probably at least a podcast once a week. I just talk to anybody or anything, including kids and teenagers and everybody. And they just record it and they can use it. It's all good for social media. That's such a big thing these days. It's been really impressive. I do think the reason we've grown so much post Covid has been because of the social media has been so good. Most franchisees have actually. Most prospects have actually seen.

Well, yesterday they asked who here watched YouTube videos before coming. Every single person raise their hand.

They do.

We want this. We want to get everyone together. This is the goal. Right? Because right now we have five different offices all across the county. So we're trying to build something not this nice or this big, but something that we can bring everyone together. It's just nice to have that camaraderie and not be traveling between. I'm just like Jim. I hate traveling commuting. So driving between offices is annoying. The three, like the call center, then another office, then a training facility. Just trying to bring out one house that everyone can be together and have that team.

It's good. It's a great feeling, actually. If you've seen what's happened, the impression of training. People get what we call gym ified.

Yeah.

They pick up the culture. We find having in person training where they're there and they meet people like myself and Dan and everybody else and they get to know each other. It builds a culture which is very quite powerful. Very strong sense of community in our franchisees, which you often hear about they like each other, they meet together, they help each other a lot and we try and encourage that kind of feeling of yeah.

When they come for training, it's nice to be able to actually see this happening, see the calls and see the staff in the conference center and that's what we need to do because otherwise it seems so fragmented. Training them here and then offices over here and call center over here and then no, it's very, very impressive how.

You sort of run the finances of your business.

Day four of training got a little.

Bit of a late start because I.

Didn'T first aid this morning. Obviously I can't get certified in Australia. I don't have any id, so not a long run in the rain. It was great.

You've got to get the quality right, so you've got to get your lines spot on and you've got to get your speed. Once you've got your quality, the speed will follow. So you've got to concentrate on getting the quality first. Now I'm going to use a term here that I'm going to use a bit today. First three months, you will be necessarily inefficient. Everything we need to do most jobs is there and here.

We overloaded a trailer one time, probably had like 10,000 kilos in it when it shouldn't have had that much. Or backing it up down a driveway on a cliff, like on a cliffside. Yeah, it just, it was overloaded and so we were backing up, it was grade down and so everything was locked up but we just kept sliding and went over the edge. Fortunately it detached correctly and we lost the trailer, but no one died.

Sits on the tow ball and it clicks into place. Behind here is a little, little catch and if that catch is not caught under the, under the tow ball, it'll pop off.

Got a very fine leaf structure. Again, it's. The rhizome is very, it grows, it creeps along the ground.

This morning was not great. I'm in Australia. So then we came about 3:34 o' clock a.m. our time. That's already like halfway through the day in Washington state over in the us so they're already halfway through their day. Tons of emails have already been in my inbox. So unfortunately, fortunately this morning I got the news that one of our team members out in the field that work at one of the locations that I own took their own life last night. So the managers are handling it and having a meeting with the entire team and things, but just stinks. It's not something you want to wake up to in the morning. I probably only spent a minute or two talking to this individual. They'd worked for several months and they were solid, honestly and probably had a really good future inside the company. But obviously these personal things happen. And I know it's probably not politically correct for me to talk about this, but I've always, in my mind, I've always just told myself and one thing I think about when it comes to suicide and things is.

It'S what seems like a long term solution to a very short term problem. And if you fast forward two or three years, you'd probably not even remember the things you were going through or what was making you mad or unhappy. And it's not the route you should go. So reach out to somebody. And that's why it's so important for us as business owners to have support, have a community that we reach out to when we feel low. I feel like there's no option or hope. So yeah, tough morning.

You know, people like Mike Andes and Jim Penman paved their own way when it came to building a successful business. So why not get the inside scoop on how they did it? You can find out all about Mike's journey in landscape business course. This is Mike's personal lawn care oriented course directly from his experience growing Augusta into the successful business it is today. This is a step by step resource showing you how to grow your monthly revenue to $100,000 in just three years, including over 30 plus lectures and tons of bonuses to dive into. You can find out more@landscapebusinesscourse.com alright, it's time to ask ourselves what makes a good leader. Mike has an idea.

I usually don't record much in the.

Morning prior to going to the office.

But massive amounts of jet lag.

Went to bed at like 12:40, 12:45, woke up at 1:30, so I was wide awake coming back from Australia. Obviously they're something like 16, 17 hours ahead, so I was wide awake. So I went and worked out, started working on my laptop and I'm gonna head to the office. When I was in Australia someone asked.

Me a question and I thought I'd.

Share it with all of you. Okay, I don't know if I've ever verbalized it and that is they asked.

Me what do I think leadership is.

Now obvious I am not the most adequate person or experienced person to be talking about leadership. There are much better people. Patrick Lencioni makes has a whole bunch of really good books about leadership.

You can look up his books on.

Amazon, but My response to them was this. I said, in my mind, the leader is the one that runs to battle. And I think if you look back, whether it be even when we would live in towns or villages, like the chief of the village, the chief of the tribe was the one typically that in the time was the one that would hop on top of the back of a horse and like, run towards battle. And if you look at kings, like, they would lead their army into battle. And I think the reason why we give leaders, whether it be CEOs or a chief of a tribe way back in the day, we give them respect, we give them loyalty, we give them, usually they have more money and CEOs make way more money. The reason that we do that, I truly believe it's almost like an instinctual thing to make sure the leader is taken care of. Even if you go back in the day, you know, the leader would have wives and, like palaces and mansions and like all this stuff. I think inherently it's like, look, we are going to do this with the unwritten contract that if there is war, if there is bad things that happen, that you as a leader run towards that chaos and take care of us and protect us. And so it's almost a form of protection and insurance that we look for tribes of people and then we find a leader to make sure that in times of battle, there's someone to go to war. And I truly believe that's what a leader is. In business, in a family, in a church, in any organization, the leader is the one that runs to battle. And I think that's when people get mad and people feel like there is corruption inside of an organization or country or leadership is when things go bad. And all of a sudden the CEO is taking a vacation, all of a sudden the president is, like, nowhere to be found. That's when people get really mad. And I think they have every license to do so. And so I would encourage you, if you are a leader, number one, make sure that you have your motives in check. Because you better make sure that when the people you are leading are in trouble, when the organization is doing poorly, when chaos happens at the organization, you better be the one running towards it. You better be the one embracing it and figuring things out and making the hard decision, having hard conversations. Because if you are not doing things, you are not the leader. And if you're inside of an organization, an employee, and you want to find someone that you want to grow underneath, find someone that runs to battle, find someone that when everything just hits the fan, and everything is going horrible. They somehow figure out a way to have clarity of action and clarity of mind. That's a true leader in my mind.

As the sun rises, just as I'm.

Working here, I am by no means.

The best at doing meetings.

It's something I actually really enjoy though.

And something I'm still working on. So a couple things I'm trying to work on and improve at is number.

One, making sure everyone in the meeting.

Especially if there's less than 10 people, is engaged and actually contributing. So someone's quiet for a long period of time. It's like, hey, what's your perspective? And try to re engage them.

Could we say we're gonna set up a drive by, but if the franchisee feels that that's too far away during a snow event and not close to their current route, then they will determine whether we can service you and then we will call you back.

I think if whatever the service area is for a project based job, that's what the franchise needs to honor. We're going to set up and if they don't, it's up to them and they're going to disappoint their customer.

Because.

We just can't keep coming.

Customizing service area. For every single service you're gonna get.

You'Re literally gonna get people eventually being.

Like, oh, I'll do mulch even further out because I'm really good at mulch.

We'll do leaf clips. Like this is like what Sarah, even Kevin.

I'll do leaf further out because I have a snow, I have a leaf cleanup thing.

I make a killing on it. So I'll go further and you're gonna.

Get more and more and more. So I think it's like we do our job of like, here's your service area.

Anything inside we're gonna set up.

It's up to you now if you.

Want to cancel that and have a bad customer experience, that's on you.

They make the callback.

They would make the call back.

Got it. Or do the email or whatever.

I know that's not great for the.

Customer, but we can't keep adding more layers of complexity. I'm not saying okay.

And then we would just set everyone up in that service area and then would we say it's up to the franchisee to call? Franchisee will call. If not in service area. That would be on their wiki.

Either way that she just mentioned is fine. And their go to settings or just create a mock quote like you would do right now for an over the Phone estimate to get your garbage.

And then I copied and pasted it. We kept changing ours.

Yeah, what she's saying is you just make a mock quote. You create new estimate. You click on what the services and see what they got.

Yeah, that's what you want them though.

And it would always be up to date. Whatever. It just changed it.

Second thing is just like me shutting up and listening. I'm not very good at just listening and keeping my thoughts in my head.

And I'm getting better. But the thing that I typically will.

Do is I'll cut someone off because I have a thought and I need to shut up. Listen. Otherwise just rude and something I'm still trying to work on.

The other thing is I do think the P4P team do need very clear direction on the people that are already supporting for P4P and how to handle their P4P calculations during that time.

I think it's a one on one with CAT teams. That's okay.

I'm just saying they need to reach out to get. I agree again, they need to. On the. And the three people that are going.

To be trying to run P for P and smelling at the same time.

Okay.

It's not worth just trying to figure a whole system when we're talking about 3 to 5% of our whole system doing it.

But is that even, is that even.

Something that we need to know on the front lines? This is.

Okay, let me set you up.

We're taking clients. They'll get back to you.

And if.

If they're so smashed they might never get back. Okay, that's just gonna happen now. I know it's frustrating for us, but they're calling that what's the price? What's the price if you're not getting.

Back to them with the driveway they're probably not getting for a couple days.

So what if it was like accepting new clients? Yes or no. And if during the event they're like, okay, I'm capped. Turn it to no. That way someone that's on the phone is like, hey, we are not accepting you.

It is late August 31, couple hours toward till midnight. I had promised the franchisees that by the end of August we would have a health insurance carrier and preferred vendor for our destination.

Finally we wrapped up the deal tonight.

It's been months, so I'm actually pretty excited. It doesn't seem like anything's changed for.

Probably most of them, but we've been.

Working on this for like eight, nine months. So I'm super happy now.

As long as they have three.

Three people include like if you have your wife and you and one employee you can become on the plan. So it's really awesome.

And as we grow, we'll be able.

To get better and better benefits for free, like freebies that they throw in.

So super excited about that.

I might show a little bit.

Hi Augusta, My name is Ryan Hayes. I'm the insurance broker for Augusta Lawn Care Corporation here in Washington state as well as for Augusta franchise. Over the past year I've been working on creating a partnership with a health insurance carrier to be able to offer employer sponsored group health plans to Augusta franchises. So because they are across the US we're able to offer plans in pretty much every state. We're really excited to be working with Augusta on this. I hope you're excited about it as well. Stay tuned for additional information. I appreciate you watching. We'll be in touch. Thank you. Augusta.

Even if you're a great leader for your business, you can still suffer in turning sales and getting customers. That's because the first thing people do when deciding to buy your services is look at your website. And if your website looks amateur, they'll go with your competitors instead. If you own a service based business that needs to expand their online presence, you'll need web experts that can combine great designs and search engine optimization into the perfect website for you. That's why we founded Home Service Web Design. We handle every aspect of your website for a fraction of the cost of other web design services and outperform the SEO of our competitors consistently. You can find out more@homeservicewebdesign.com finally, it's the return of the lawn care millionaire. Let's hear this rare conversation between Mike and Jonathan Pitochnik.

Today I'm going to be interviewing Jonathan Patosnik who was the founder and CEO of Service Autopilot. He used to be involved in City Turf, which was doing almost $10 million in annual revenue down in Texas. And I'm really looking forward to it. Talking about what he done since being a lawn care millionaire. That's what the name of his channel was. And I actually really started making a lot of my content when he stopped making his content. So over the past few years he really hasn't made a lot of content as he has sold off his stake in Service Auto Part and moved on in his life. So we're gonna be diving deeper to that what he's doing now. And then later this evening I have our quarterly managers meeting. We have a dinner that we do every, every Quarter. And there's a lot of really exciting developments that are happening at Augusta right now that we're really preparing for next spring. And so we are really having to dial in the strategy and make sure that all the management team is on the same page. So it's gonna be a great day.

Go to a Toastmasters.

Anyone know what Toastmasters is?

No one knows what Toastmasters.

You guys know? Yeah, just like the New Bengal draw.

George Foreman Grill kind of deal.

I don't know about that.

So I really like the day one packets. You have the checklist for the trainer. You have, you know, another sheet that goes more in depth on the P4P. I mean, we have all the literature for like the insurance and things like that up on the board. You know, there's a lot of transparency here. So outside looking in, second day here, I'm liking what I'm seeing. Because if the management team is transparent with me, I'm gonna bust my ass to, you know, do what I can for the company.

And I think that's important as well. I think, like, the more transparent you are, like you are as a company.

About leadership and everything else, the less it from the outside looking in, the less it seems like it's trying to be hidden and the harder people will work.

Yeah, and the principles I think is like, what works for a business organization works for every other organization would be a family level, church level, you know, non profit, you know, whether military, whatever it is, it works. And so when someone's like, someone will come into August and like, oh, it's like so transparent. So like, you just like share a number, but. But then they go home and they.

Keep secrets from their family.

They keep secrets from their loved ones. They don't tell their spouse about everything they're doing. It's like, well, then, yeah, it works here, but it also works outside of this.

Right?

And I think that's where people really failed and disconnected. Like, they'll listen to the audiobooks about business and stuff and like, oh, like leadership and organizations. Like, no, what works there also works in every other organization. Like, people are humans and they don't want to have things between management and employees, but they also don't want. Between spouse and children, between, like, between spouses. Like, it's just very much like it.

Works across the board, you know.

And so I just think business is.

A proxy for any organization or hierarchy inside of life.

And that's all we do is relationships.

So just finished the interview with Jonathan Patosnik, co founder of Service Autopilot in the past. That was an awesome interview and I'm really looking forward to you all being to see it.

Yeah, I wasn't passionate about the service, but I do have this general belief that when you get good at something and you get into it, you can find more passion in it. So I've become much more passionate about say, city turf as an example or home service. I would, I would have zero desire to sell that company. 0. Two thoughts came to mind as you were saying that. One, I see a ton of individuals trying to leave home services too early to move to their next thing. And add on to that is the beauty of building a home services business, or frankly any business that you just stick with for a long period of time is you learn the skill set to go build whatever the other business is, you know, for those that. As you accumulate a lot of money and you're like, where the heck do I deploy money over the years? As you take money out of your business and you deploy it, you're like, okay, go put it in public markets and go put it in real estate. I can go put it in bonds, I can go put in versions of insurance. I can put it in all these things. The best place to deploy is right back into business because that's where the best you can get the best yield on your money. So if you have the skill to build something, you have one of the most valuable skills that exist, period.

I was honored to talk to him for 30 or 40 minutes off camera afterwards and very excited. That was one of my favorite interviews ever. I didn't look at my notes one single time because it's like having conversation and honestly, like, I just love talking to people like that. I love business so much, love this industry so much, know it so well and someone I actually look to like, I can learn from that person. So that was great. That was a lot of fun. Especially after just getting a chance to talk to someone like that.

It's that successful.

It's not something I gotta do every single day. And I can just learn so much from someone like Jonathan. So it was a great interview.

Can't wait to share the whole thing with you guys.

Obviously the off camera stuff is just between myself and him, but. But the interview's fire. I asked him hard questions. I did not give them an easy one. Especially for service autopilot members and things like that that might have questions. I pressed him hard, so I think you'll enjoy it and I really look forward to sharing it with you guys next week.

All right.

It is the evening and I am headed to another meeting. And this is our quarterly managers meeting. This is including Liz, operations manager, Lee, franchise business consultant, Lonnie, manager at Command center, and then also the local shops gm, which right now is Marcus. Several things at this meeting we have to determine, number one, who is going to replace Marcus because he's becoming a franchisee, moving a couple hours down south and starting his own location in about two months. So we gotta get someone else trained up and they have something up their sleeve. They, while I was away in Australia, they said they had some ideas that were a little bit out of the box besides just replacing Marcus. So I don't even know what it is they wanted to talk about at this meeting. That's one of the main objectives. We're also going over the massive changes that we are making at Command center, gearing up for next spring rush that I'm looking forward to. So it's a great time for us to get together, challenge the thoughts and ideas and for the people at the top of the organization just to stay on the same page and the direction of the company. We do a couple of these a year for the whole team. But for the managers, we do these quarterly.

Typically when I'm doing an evening meeting, I like to do it over dinner mostly as just a thank you to the people that are taking time out of their evening to do work stuff. So we're going down to a nice restaurant down next to the bay. One of the things that I fear the most with these type of meetings or any managers meetings as we continue to grow is the fact that as we grow and I have a public image that gets larger and larger, that I can't connect with my managers and they can't feel comfortable enough to challenge me on things because I speak with a lot of conviction. I'm sometimes misinterpreted as someone who just will steamroll people. But I really value people who do kick back, give opposing ideas and challenge my thoughts and opinions. And so what I have to be careful of is because I have such high convictions in certain things that it doesn't make someone who has a better idea or potentially just needs clarification or needs to question and the idea to really believe and get behind it, I need to make sure that they don't feel like they can't be heard or that I am going to just not listen. I really feel where most organizations fail once they've passed 2, 3, 4 million dollars in annual revenue is typically having these type of meetings, having all the managers on the same page and everyone.

Pulling in the same direction.

Bellingham Bay, baby.

Let's go.

Squalicum Harbor. And that is where we're gonna eat.

Well, Lee and I are here, still waiting on the other three. Profit sharing's gonna get whacked.

Oh, there's Marcus.

Let's go.

Right here.

We have Augusta of.

Quarterly meeting's done. Liz, how was it?

So fantastic.

Y any synopsis?

We are going to go change lives and we are going to go change the world one person at a time. We're making a mark.

I go right.

It was a successful meeting.

Long meeting.

It was over three hours.

But we had a lot to go over. And that was the first portal meeting that we've actually had to make certain decisions and executive decisions during the meeting.

So where we hash things out, everyone has different opinions and we argue a little bit and we come to some sort of conclusion.

So decisions were made, things are gonna happen. And you'll probably see those within the next couple days because there's several big changes that we'll be making from that meeting. So really thankful for them.

It's nine o' clock and they're just gonna be headed out.

So I appreciate people like that that are willing to sacrifice an evening and.

Come out and get the vision of what we're trying to do.

This has been the Mike Andy's podcast. We really hope you gained something new today. Make sure you tune in next week for Mike and Jonathan's full podcast. It's a good one if you liked what you heard. We have tons of lectures, interviews, and more over at the Mike Andes YouTube channel. That'll be right up your alley. But that's all we have for you today. We'll see you next time.