Mike Minutes Mastermind 01/18/2024

I hope you're having a fantastic evening. Go ahead and get started.

I'm very interested to see how long this takes. This takes and this takes. So I'm going to flip them over. You're not going to see the smaller ones. And see how long it takes during this mastermind.

All right.

All right, we're at 30 seconds. Let's see how long these take.

Okay, let me put this into Facebook.

I'm feeling a little salty today, so we will see how things roll. Not every day do you feel on top of the world.

See here.

Shout out to everyone that is pulling some crazy hours on snow routes.

In touch with a few members of Augusta that are going through it. It's tough when you're six, seven, eight days, constantly working around the clock. So shout out to all you guys. All right, let me just drop that Facebook. That's good.

Okay, I have a couple announcements. I just need to find my thing that says announcements. My announcements are.

Numero uno. If you.

Are getting the 350 cancellation charge that none of us expected from clearance, some people are getting charged, some people are not getting charged. But if you are, I do not mind covering that for you. There's a link I put on a post the other day on the Facebook group. If you search clear, it'll probably pop up.

Fill out the form within next month. I'll make sure I get checked to you. I didn't know that was existing and I don't like the fact that you have to pay for that. I appreciate everyone tremendously for their.

Long suffering as we've been in this transition and we knew it would be difficult going into it. I just hate that a lot of it is my fault. So is it, you know, it stinks.

So I appreciate that and I want to make sure if you, you know, if you're struggling right now, I don't. In the middle of the winter for there to be an extra cost. So just submit the form and I will pay that part that $350 cancellation fee that clearing is popping on people. Second thing, the Financial Advisory Council reminded me that we had a Q4 conference. Therefore we need a Q1 roundtable. Usually we don't have a Q1 roundtable because usually we have conference in January. So I will get a roundtable link sent out shortly, probably for a week after next for everyone to be able to schedule appropriately and get some good information. Going into spring rush, we won't have another one till April. So three more months when everyone's in the middle of spring rush. So I'm looking forward to it. I do have something that I want to go over, so I'm actually excited for it and I will get that.

Oops. Whoops. I will make sure that gets scheduled here for delay. Cool.

P4P integration. While I'm on the topic, we pushed a whole bunch of updates on it today. Command center is waiting on using it for one reason. Right now.

The integration takes all the different rates and combines them if they're the same. And that is fine and good. But the problem is it's too easy to make new items and services inside copilot because we don't have the dropdown. You can just type in whatever you want. And so we get a lot of people that have like four different types of mowing, five different types of, you know, installation of mulch. When it's like front yard mulch install, backyard mulch install. There's too many variations. And so the problem with that is it combines all of those into one rate on the time card when in reality you might want those broken up. And so without going into whole technical, technical jargon about it, it works. It works 100%. But it's more a matter of it can potentially if you have used different items and services that copilot, it'll create a whole bunch of instances on the timecard when you just want it to be combined because it thinks that it's a whole bunch of different services when reality it's like, hey, just combine all these rates. So we're going to wait on that one part of it. But you're going to see now where you can like pause the sync on an individual time card, edit one individual time card. Because that was really the biggest frustration in the past. Like, okay, I saw someone accidentally clocked in or out on copilot. I just want to quickly change in P4P. We're going to have where you can. It's up now where you can pause the sync on the time card, manually adjust it and be okay. So next week we will have some updated training in PVP university. As soon as it I will post on augustination's chat because I really do want everyone to be able to get in there, get comfortable with the integration before spring rush so your crew can see their projected revenue. Oh, look at this one. It's just wrapping up five minutes. Okay, so this one's five minutes. I'm gonna guess this one is 10 minutes. No, 15 minutes. And I guess this one's like 30 minutes. It's gonna be my guess.

So yeah, Update PVP University will come out next week. A lot of it will revolve around the sync. There's like 10 things I thought we needed to cover in the sync and then once we actually released into production. So how many people used copilot and P4P differently? Just saw how many different ways you could break it in terms of just a whole bunch of different stuff. Like people using 5, 6 people on a route, people doing stuff by the hour inside copilot, a whole bunch of different things that we don't necessarily use. A lot of gusta but today tons of updates pushed out. Another update coming out though once items and services is a drop down inside Copilot which will reduce the amount of items and services that are created and Therefore allow the P4P software to accurately take anything that has the same rate and combine it into one time card. So my hope is that we can get that done in February, really nail that for spring rush. Your team, if they're clocking on Copilot, they can then go over PVP and see exactly how much money they're supposed to be making for the day. As they complete the jobs in Copilot, they'll see their revenue being chipped away and see what their potential revenues for the day and then their thermometer as it builds up to it and their effective hourly rate for that specific day. I really want to nail that. And then not until the summer will we try attacking projects. Projects and integration is a beast. Like it's untold amounts of pain. I don't even know if I want to tackle it to be perfectly honest. So I will. My really my expectation is like when nail routes, anytime someone's on a route they can see that element. And then my goal by next spring rush to really nail the the project side because projects is so much more complex, just like incredibly more complex in terms of making sure the numbers are accurate and they're telling the guys the accurate numbers and they can see accurately how much they're making. Because on a project as you're putting more budget, as you're working more on a job, their effective hour is actually going down. So on a project is more race against the clock because they're like it's set versus with a route it's building, right? So it's easy just to incrementally increasing their pay, increasing their pay. Whereas when you're projects, if you're there for four days, you know, they start off at a really high effective value and it basically goes down, down, down, down. Down as they work more on the job, then you got to split it evenly. And then if someone hops in on the job, that's going to change the numbers. So I want to be careful when we start handling team members pay. It needs to be very accurate. So yeah, I would say if you are. If you're feeling ambitious, I'd say you can go ahead and integrate with P4P. Now it's super easy to pause the integration on a single time card. It's easy to delete a time card inside of P4P. Um, and I'd say if you're a little more apprehensive, totally fine. I'd say give it us. Give us another month. So that way it combines all of your rates in one to time. One time card. If you've been organizing copilot and you're using the same items and services, you'll be fine. But I'm seeing quite a few people having two or three different types of mowing, two or three different types of other services. And then it's going to create multiple instances in the same time. The math will be the same. The math will be okay. It's going to look a little more complicated inside P4P. So. All right, what do we got here? What am I drinking?

Water. Always. Oh, I thought you had some drink. Oh, no, sorry. These are like. I don't know what these are called. I'm testing it. See how long they take to go like the Sam. So this one's five minutes, I'm going to guess. Yeah, this one's going to be probably 10 or 12 minutes. I'm guessing this one's 30, so yeah, I guess it kind of does look like a drink. That's actually really funny. All right, Mike, we know it's bad, but come on now. All right, let me get.

All right. Bryson from Colorado Springs. First one up.

Doesn'T apply to me, but I thought of it while I was to a C suite with a future. With the future of locations, opening other countries, continents, what would be the solution when command center hours of operation are in the middle of the night in the location for things that Max can handle. The goal is that eventually it is 24 7. So starting March 1, we're opening up on Sundays to make sure that we can crush the spring rush. And that is in part because we always. Mondays are always just like such. We're start off so far behind at command center after being closed Sundays. Like, I don't like being open Sundays to be perfectly honest with you. Like part of it is, you know, I've just been raised that way like from a religious standpoint. The second standpoint, second part of it is it's nice to have a day where like I know that the team is not working because it just puts like mental pressure knowing that things can happen bad. But I am giving those two things up in exchange for the fact that Mondays we are such a crippling so far behind during spring rush, then when they come in it's demoralizing and it kills us. So I'm really confident that just by having Sundays where we can stay up to date on calls, simple services like estimates being sent out etc, that they'll come in and we'll be able to do much better job at Command center. And so. Well, I shouldn't say I. This is mostly Liz. She gets all the credit for the command center stuff. So yeah, like in terms of like Australia for example, we have a pretty solid team now that's worked with us for quite some time in the Philippines that their day they're in the same time zone as Australia so they would be fantastic. And as we open more, you know, into other countries down the road, which I don't have any intention really honestly besides Australia right now, but if we did, it'd just be a matter. We will just keep increasing the hours of operations at Command center.

Allison. Hey Mike, I have a few employees that want to be able to see their total budget hours today. Is there a way to see this in Copilot from the employees end?

No, this is what P4P is going to be for though, like the integration. Allison.

Because they'll be able to see inside of there all their jobs, how many budget hours, what their revenue is going to be for the day. And so but you know, in Copilot right now there's not a way for them. Let me just think, they can't show stats. I don't think they can show stats. I'm just trying to think because I know in desktop you have it says show stats button. I don't think that's in the mobile app. So unless it is, which I could be wrong there because I know there's a lot of functionality in that mobile app and we try to keep as much as possible in there. Unless the show stats button is there. Then they would have to manually add up all their budget hours from the dispatch board or from the calendar grid view. It's just using Copilot. But the PVP integration, I. I would recommend that highly. Hutch from Charlotte thoughts on sharing PNLs company wide. We have one group chat.

With all team members from all our locations. CC sends our all our pianos all together in one spreadsheet. I wonder if I put in in one in our company chat and oh yeah. So this was 10 minutes. There we go.

I wonder if if I put in our company wide chat and let everyone see every location they will help spark creativity to generate more profit if they see another similar size location doing better. Of course the GMs are free to see anything and they should share their locations onwards their team. Only issue I see with sharing everything is people wanting to transfer to a more profitable location. Since all our markets are close together and similar do you think this will cause more good or bad? Great, great question Connor. I play with this in a lot my head there's pros and cons. I can't give you a definitive answer because.

Mostly because I think it really depends on the leaders of every location and how they handle it because I think this potentially might be okay for just share with all your GMs but this is the problem. A team member that joined last week and sees another location that is doing way more profit because they started for example your Mooresville location pumps out profit. They're going to make really good profit sharing. The person that joins another location is going to feel jolted if they show up every single day and there's no profit sharing because they're in their first spring and there's not a lot of profit to be had. So that'd be my only concern. To your point like then when you feel trans be transferred. Also.

It takes a very special group of general managers and I'm not saying that they your your group is not this way. I'm just saying I think they actually are. But I'm just saying it takes a very special group of general managers even to see all the other managers locations numbers and not feel like oh like their territory is better than mine or like they they have it better than this. So I would if I was you I would probably focus on if I was going to share the numbers across all my locations. I would share with the general managers to be able to make points. Especially at weekly meetings I would probably highlight the positive things and then just show all the numbers instead of being like this could have been improved. Just show the people who crushed it and what they're doing really well. And I would try to be very careful of judging people that are at different stages of business like growth. Right. For example like Mooresville profit mode thing it's like 40, $50,000 a month. It's profit mode. It just prints. So be careful, be like I don't say the name. Sorry. That general manager is just crushing it. Well, they are, I'm sure. It's just that it's tough to compare them to someone who's working just as hard but pentaned not create any profit. But their revenue went from zero to 30,000amonth in revenue. Right. So as long as you're really clear about like what the benchmarks of success are in terms of growth or profit mode, I think sharing with the general managers would be would be beneficial and then that would give them the artillery to then just break it down deeper to their frontline team members. I do think frontline team members would get a little disillusioned by seeing all the numbers. And especially when profit sharing season came around, they then start talking about it.

Mick from Marysville question about price increases. I know that price increases should be based upon hitting asset or labor capacity or personal capacity, but is there a situation where you would increase for a different reason? For context, we priced low last year trying to grow the recurring a lot and I never fully hit capacity, so I never price increased. So a lot of the jobs are lower than they should be. Our density is decent, so that helps. Our goal this year is to continue to grow the recurring side of things. With this in my mind in mind, should I continue the same prices or should I just raise the ones I know are too far off? I'm sure I'll lose some clients that could be counterintuitive to growth. I just want to grow slowly and profitably. Okay, so I'm a little bit confused because you're saying I just want to grow slowly and profitably, but then you're saying I want to continue growing the recurring side of things. Okay, that could mean that you're moving away from more product to more recurring. It could also mean that you're going to recur, focus on recurring and then just more profitability. Also, I haven't heard a lot of talk about the economy and what to expect in home service this year. What do you think this year is going to look like based on anything you've been following is even worth considering or just focus on what I'm trying to accomplish in the business without taking it account external factors. Okay, let me address the first one. So if I was you, I would probably take the 10% of customers that you know right off the rip are like extremely underpriced, even if it's only 10 customers or five customers, like just raise them. If you lose them, don't matter, you're losing money on them. Now you're, you're making, you're making less money on some customers because they're lower price. I would recommend growing to capacity and you can do that very quickly in the spring rush and then raising prices. And I think we can all really use our instant quote forms a lot on this because it's so easy to raise prices and it's so easy to lower prices and get more leads. Like, you'll be able to like track this yourself and be like, okay, how many leads I get, how many I close, how many did I get, how many I close? And play with your pricing.

And so I would probably recommend the first month of spring rush, try to get the capacity as quick as possible and then raise prices. You'll, you'll probably make more money doing that. And the reason you'll make more money is not just because the marginal profit incurred by raising the prices as much as growing to capacity. Because remember, the vast majority of your profits are between your currently the revenue and where your revenue capacity is in terms of assets, labor and your personal capacity. As I would focus on that, I would try to get there as quickly as possible and then raise prices and you'll do so much more confidently. This will not be a question if you, if you actually got to capacity, sounds like last year you increased capacity significantly and never actually filled all the way up to that stage. So top it off, get the capacity and then raise prices with like a lot of confidence.

You know, and then you're really in profit mode. And like the difference in profit mode is literally like one of my locations that's close to another one is almost double the price for mowing on their instant price in support forms. Because like they're like, hey, the instant price forming is cool, but like we don't need more customers. Whereas another one's like, we want to grow, so we're going to go a lot lower. Right? So in terms of the economy, I agree with your assessment. Like, put your head down, focus on what you can control. If I said the economy is going to do great this year, what is that going to change in terms of our behavior? We know we need to hire people and we need to turn that dollar that, that one hour of labor that we pay $25 for into 80 or $100 an hour for.

To the customer. That doesn't change.

What does change is potentially based on the economy, like your customer acquisition cost. It could Be the number of leads that you get. But all of those things you, as you get the data, you can adjust. So it's not like you're going to change your strategy going this year. I don't mean some like some crazy 2021 where like everyone was given money and if we all would have known it, we would have like given employees more money and probably hired way up to accommodate all of that rush. But the people who did that, by the way, I'm seeing a lot of them like really struggled in 2023 to like get work on the schedule during summer because they had bloated asset capacity and bloated labor capacity. They laid people off, et cetera. So again, I think it's just really a matter of like, stick to the fundamentals, grow to capacity and raise prices. And I don't care what economy is. And like if you are at capacity, it means you should raise prices. And getting there is like the best place to be because it gives you options. You can either keep growing, increasing capacity or you can raise prices and become more profitable. Kyle Tarvin from Oklahoma. Are you using copilot to keep track of your vehicles, VIN tag, etc. Or are you just putting that info in a team shared Google Drive? We are starting to get a lot of moving parts between my locations and trying to streamline all of a location info in one spot or two spots where my GMs and myself can access. You could put it in the wiki if you wanted inside of copilot but in the maintenance part I would. That's where we're keeping track of like trucks when the oil change happens and it's easy to keep, you know, keep track of assets there and like the notes on each one. The mileage thing is not great because if you take the truck and you're not on the dispatch board with the truck, it doesn't count the miles. So we actually took out elements of that mileage tracking system inside copilot because it's not accurate due to the fact that you're not on the dispatch board. It doesn't count your miles. So people were just going in there manually editing anyways. Well, if you're gonna manually edit, you might as well just look at the odometer. So. Or have like a plug in thing that actually tracks every mile. But like what was happening is people would like you know, drive to go pick up a piece of equipment. It wasn't on the dispatch board, therefore it doesn't register the miles and copilot because again, obviously is Just going based upon what, you know, miles driven on the dispatch border.

But yeah, you I just do it inside the equipment side of copilot and just keep track of each piece of equipment. And then every time there's a maintenance event. So for example you can create a meeting type or to do type. That's a maintenance. And then you could just have in there like hey, go into the equipment and make the, you know, based upon the oil changes that you do or whatever. Make sure you put the odometer reading on the asset and they can go in there and do that.

From Oklahoma. What I would like to do back to that other question. Sorry. Is when we redo forms, which would probably be in March and April. I would like to make it where like that sort of thing. You could be like, okay, I'm gonna create a form. It's gonna be for the oil changes. I'm gonna put it on a recurring to do every four months. I'm going to then have someone it's automatically assigned or shows up on my dispatch board at least. And then I can, you know the form is already attached and they have to like fill it all out. That would be super cool. And then that get that gets attached to the assets. I look forward to be able to do that.

Recently you mentioned you are in a constant straight of frustration. Curious how you handle that frustration. You typically face it head on right away with whatever is causing the frustration or the better sit back and let it play out and sleep on it. I don't sleep when I'm frustrated. So that is not an option. I wish I could do that.

I just. I just keep working typically like it's not like a healthy thing. But we are all broken in some way. And my brokenness comes in the form of frustration and feeling like I let people down. You just cause me to work hard and hard and hard and harder. Which again the problem with that behavior is it leads to success.

And then.

Because you have seen success in the past, you have no evidence to prove to yourself that changing your behavior will lead to a good outcome. And so because in the past me putting my head down and working harder and being frustrated has served me very well. It is difficult to find evidence to prove otherwise. But what got you there here will not get you there. And so I am trying to learn to not be as frustrated. But it's not working right now. So. Yeah. All right, let's these questions.

What's going to be the most efficient way to use the PVP integration for the mowing cruise? But we also have half our crews employees doing projects. Do we need to pause the project time cheats in copilot and then adjust them? We should not integrate and give up our mowing. Guys, seeing the thermometer. Let me see one second, Let me see who this is.

Sorry, one second here. I'm trying to see who this was. Give me one second guys. I gotta go into Facebook.

Can't see that. Why? I don't know who this was. Sorry. But to answer your question.

So yeah, projects.

When I say projects I mean any job that's greater than one day. So in PvP I don't recommend using a project unless you're doing new multi day job. And so in the integration the thermometer only shows up if all the jobs assigned to somebody are less than a certain number of budget hours that you have identified as the therm as the threshold for being a project. So. Oh, sick. I'm still on announcements. We have moved on to questions ladies and gentlemen.

So I would say just make sure your, your, your budget hour threshold is correct. And again when I so I would like I would put eight budget hours there on the integration page because what that does is any job that is above 8 budget hours will trigger the system say don't throw the thermometer because it means it's probably going to be a multi day job. That does not mean that if you have a whole bunch of recurring jobs stacked up on a route that if it's 12 budget hours worth of work that's not going to show the thermometer. That's not how it works. It works based upon if there's a job that is a certain number of budget hours. Now if you always have two man crews on projects, you'd probably want to put that 16 or 15 or whatever you want 14 to basically say hey, this is what's now considered potentially a two day project. And I don't want to show the thermometer because then it becomes inaccurate at this point as long as soon as you go into multi day because it's going to, it's going to think everything's going to get done that day. It's going to show them how much money they make today and they're not going to because a multi day job. So what's your question? Would, would we need to pause the project timesheets in copilot and adjust them?

No, you should be able to set that threshold on the integration page so that it doesn't do anything in terms of the thermometer and then it Just creates the time card. And really the goal of the integration at its fundamental level is just to save time of literally just looking at how many budget hours, what rate and moving that over into P4P. That's like the fundamental stage one of Copilot's integration. And so that someone can just clock into copilot and it creates the time card be automatically. There's no more manual entry. That's like stage one A, stage two is taking that information prior to the day starting and being able to then give that to the crew prior to them starting and seeing live time, how much they're making.

So.

Connor Hutchinson, we share our P Ls from every location with all GMs. They can even get into each other's copilot to help each other out. Yeah, I'm a big fan of sharing between GMs. I think it's like the best way to have like open book management like to them is good. And then beyond that I just think it really depends on how your team culture is. And I'd just be a little bit afraid. I guess the downside of having a team member join a new location that isn't as profitable and then profit sharing quarter rolls around and they're seeing like another location that they're buddies with, you know, making a thousand dollars and they're like, well, I don't, I don't get that. And that might create a little resentment and I would understand that because really it's luck of the draw and which location they chose. But you could also just make it part of your onboarding process. You explain that to them and say, hey, this is why these other locations are going to have this. We don't have it yet, but here's the path that we're going to be on towards that. I think it could work. I'm not saying it couldn't work.

Oh, he's adding Connor. So it's clutch, dude. Let's go. Papa Pain. Ask the fever Kruger. Oh man.

Funny, because we call my dad Papa John. So Papa Payne. How about field crew? Can they see the other locations numbers or do the gyms only worry about sharing their locations numbers? For me personally, I've shared with my GMs and then they share with their teams. That's typically how I've done it.

If you're again though, if you are serving regional manager, like if you are, if you have two, three, four locations and you're serving as the regional, you do you, you are more free to kind of like go to your frontline team members because they're still directly underneath you. I would just say that if you have a regional with a bunch of GMs, that's when you're going to probably run into a little more. You want to be a little more strategic about that, I would say. But if you're like very hands on as the regional manager, acting as the owner, I think you probably get away with it. Honestly.

It's Kyle for more. I know it's not easy, but I do like listening to some of the struggles you go through and how you hand are handling them. Allows me to think bigger and expand my mindset. I think I learned best by observing. Yeah, like.

I think that the masterminds, they force me to get online.

No one wants to make videos when they're feeling horrible. And all of us know that feeling. Whether it be. I know I can mention a few names right now. Like this week has been really brutal in terms of the snow plowing and like people quitting on you in the middle of the day and DMS and all that. Like it's tough. You don't want to be behind a camera during that time. And so as much as I hate doing it, I also know to your point, like no one's do. No one does it unfortunately, whether it be.

Owners inside of Augusta. Like no one wants to make a video when you're just feeling horrible. Like most people do it a little bit after once the wound is healed, a little bit and you can be more reflective and be like a little bit more level headed. So I hope that.

It'S helpful to see you know, the day to day. I think that if some of our, our owners did the same thing, it'd be just as helpful like just because me it's just like whatever but like any of us have our low moments, right. And so that helps me a little bit in terms of knowing like I'm a normal human being and I will have really bad days and days I do not want to talk to anyone and days I feel like a failure and days that I feel like I'm letting people down, et cetera, et cetera, et cetera. Days that I doubt whether or not I can succeed. Like all that stuff happens. And so you know, I think me being more transparent on the masterminds about that would be better because it is real life and to think otherwise is simply fictional. So we do the integrations even though we have a lot of multi day projects, just set the hours of integration to 20 since we're in 2 man cruise 10 hour days. Yeah, as long as you're really confident that they're going to always get that 20 day job done. So if I was you, I would probably set it at like 18.

That way, you know, like anytime they see their thermometer, the numbers being shown are dead accurate. Unless you just know like hey, if we put 20 hours in your schedule, you must get it done. Then you'd be safe to put that threshold at 20. But anytime any visit inside of COPA is above that threshold, it'll basically eliminate the thermometer from being shown. Because then as soon as you go into multi day jobs that thermometer is AT is inaccurate.

I'm asking a lot because we integrated broken it, turn it off and delete all the existing time cards in BPP. So we lost our history and KPIs in P4P. Well, that's not good.

Someone just mentioned this. That's why I'm thinking about this one thing. I'm taking a look at something.

Hey.

I'm guessing this is Ryan.

Do we have all the data? I bet we could just restore it.

Yeah, yeah, we're seeing right now someone started did the PPP integration and then they cancel it. It potentially cancels their time cards because that's not synced with copilot. If this is corpus Ryan, I'll just go ahead and look at corpus and we will restore the data because we keep track of all the data even if it is on your end deleted, we store it all. So I will see if I can do that for you. I would say is assuming. Assuming that inside Copilot you have made diligent effort to use the same line items like same items and services instead of creating a whole bunch of variations of them, you'll be good. I think that if someone's been a little bit sloppy or disorganized and creating a whole bunch of different types of mowing a whole bunch of types of things, they're going to get a little bit confused. But now the. The whole thing with the lock at the top, once you integrate, you can literally unlock and lock the sync individually for every single time card. It is not. So it seems like this is going to be an hour, ladies and gentlemen. So that's pretty intense.

Okay, I'll say lower 8. I'd rather the project guys not see it. I see the amount of change orders we process messing up the daily calculations. We have remade all the time cards already for this year. Oh man. If that ever happens again, please let me know because we. We don't delete any data at P4P? Not a single thing.

Yeah, it's payroll. When do you expect institutional investing to start buying applications? What are your, what are your new location projections? Over the next few years. In the second year, a location should be able to get above 300,000 really easily in annual revenue. The first year the goal is to get it above 30,000amonth to revenue. That's a good easy benchmarks. So first year revenue I wanted above 30,000. Again, I'm assuming that someone's not a killer. Like if you have a killer in sales, you get a 30,000 in three months. But my benchmark is like year one, I want to be hitting 30,000amonth in revenue. It's not going to hit 300,000 a year because you don't have the spring rush to get all that revenue. Second year I want it above 300,000. And then that third year it better be in profit mode. And pretty much all my locations in a 30 year hit profit mode. And that's when they just start, you know, it's just a really nice distributable cash. The general manager gets really good profit sharing. The team gets good profit sharing. And it's like, hey, we have, we're on like two to four truck level depending on what the, the general manager is comfortable with. And I'm happy because it's good profit and usually it's more manageable for the GMs. And they're like, yeah, I like it here. Other people, like Connor, they're like, okay, this is fine and good, but like I need more, I need, I need more, more.

Challenge. And so that's when the starter role became a real thing. All of our mowing is under the service law means we just changed the visit name and copilot. So I think the integration will work well for us reoccurring. Very cool. Yeah. So I think, I think command center for everyone that's, that's listening, Command center is probably going to wait just across the board until the items and services is locked in as a drop down in copilot because they're afraid of being inaccurate based upon people having too many items and services and getting sloppy. Like there are literally I've seen a couple owners have like 10 to 15 different 10 to 15 types of mowing. Like backyard mowing, front yard mowing, initial mowing, initial front yard mower, initial backyard mowing, initial left side of property mowing. And so all of that will start to compound on the time card of P4P. But we're going to get to where that consolidates. Eventually, we are. We also have bed maintenance and shrug trimming, reoccurring jobs with consistent service naming on the invoice, but different visit names. And copilot, like bi weekly bed maintenance. Weekly bed maintenance. But these are billed at the same hour rate. Yeah. So then you're fine. This will not be a problem. Yeah. As long as it's underneath that. Whether it's recurring or not is not the differentiated is how many budget hours is on that threshold. That's the big delineation. So, you know, if someone is concerned, you know, I would wait a few weeks, let command center go in there, do a ton of them. But we've been back and forth this past week just trying to patch all these little holes. The biggest thing was it's super annoying when it syncs, and then you have to go back into copilot when you're in P4P trying to make a change. So now we're having it where you can sync or unsync individual time cards, and then if you make a mistake, you can really click a button and resync it back to copilot immediately. And like, oh, I knew I just want to change, you know, one little thing, because I know something that copilot doesn't. They did something. They moved. They. They dropped the employee off. At the end of the day, whatever, you can just go directly in there and manually cut off the sink for one time card.

So. All right, everyone, 37 minutes. This is definitely an hour. All right, I hope you all have a fantastic rest of your evening, and I'll see you tomorrow. Take care.