Mike Minutes Mastermind 03/27/2025

Hello ladies and gentlemen. Welcome to another.

Mike minutes Mastermind.

Let's get this show on the road.

Why is this not working? There it is.

Quick reminder, April 1 there are those several departments inside Command center that won't be serviced anymore. I know we've talked about it for like months but, but just a quick reminder.

It'S perfect because it's about 7, 8% of capacity has always been locked up in those departments. Unlocking that is the perfect time for spring rush to really be able to stay up to date with, up to speed with estimates as they flux in midday etc. So it's going to be kind of a good timing thing for Command Center. That's what they've been kind of scheduling and planning for. So very good. All right, jump right into question settings.

Present.

Sure. Change stuff on this software. One second. There we go.

Okay, it looks like I need to do this now. Okay, cool. All right, first question is from Brian Connor. Our Ain South Carolina location is a large gay community with over 2,500 homes that we would like to target. We cannot use door hangers so we would like to try a targeted EDDM campaign. I want to design the mailer to promote our instant price mowing and allow the homeowners to choose their own price. My idea is to have our small, medium and large pricing with a checkbox and a QR code that links them to our website or directly to that jot form from the door hanger. They would check the appropriate box and take a snapshot of the fire. Would the media team be able to create a design template for the mailer or would I have to? Would I need to have this designed by Vistaprint local company? Would you recommend using the JOTFORM QR code or have a fillable form the homeowner to send an email. What are your thoughts on the idea? Do you have any suggestions? Yeah, so.

The instant pricing door hanger with the QR code that we've already done, we are going to be working on basically tying that in with every door direct mail campaign stuff in terms of postcards, et cetera. The thing is at this point when it comes to something like every door direct mail, really all you're really wanting to push them to is your website because that's where your, that's where like the form is. So what I would do is really just highlight the fact that hey, you're going to get a price immediately and just drive them to your website. The other reason for doing this is because come June when they are able to actually put their card information on that form. I want them on the website more than I want them on the, just the, you know, capture card which is going to be the, the current QR code version of the door hangers where they just take a picture. I would want them on my website ideally because then we can control the security and then take the card information and put it into, into copilot. So as much as I would say like yes, you could make something custom, absolutely. But like I think eventually you're going to want to drive them just to your website. The, the, the postcard or whatever you're designing is really just highlighting you get a price immediately and then, then drive them to your website. And that QR code you could do QR code you could just put your website on there.

So that'd be my $0.02 as mostly just knowing like where down the road you're going to want credit cards if you can grabbed and that's going to be coming from your web, your website. So you could, you could always request this of, of the media team. But I already know that like the QR code that we put on the door hangers is eventually going to show up on postcards, etc. It's part of their designs. But again I, I, I would probably just push people to your website because once the credit card can be captured on the website, I'm going to want to drive people there versus just the regular jotform that just collects their information in the picture because I'm not going to be able to connect that card information any ga gather any card information from there. So just as a note, Coach Connor.

I sent this in the media team with no response. Wonder if I can get your feedback on this photo attached. Yeah, they're a little bit behind because when we go on trips now Zach has to be coming with us. So we're trying to figure out who's going to take the email because he has hundreds when he comes back. So he's a little behind. So this is me too with us doing home office, we're trying to build the business or customer experience based on be the business you want to be a customer of. So I am just trying to make sure we make every effort to communicate with our clients and deliver a great experience.

Okay, what's attached? Let's see here.

Okay, so like yeah, making requests like the, if you want a specific design done of the media team, just know like they're, they get a bazillion requests. It's just a matter of like they have to prioritize which ones they can actually get done. It's going to serve everyone. So in terms of, you know, you can request them, then they will gather you know which people are asking for them and they can bring them to me.

But whether or not if you want a certain design made for your team etc. I would recommend like if you want a very specific thing made that you go find a designer because they would otherwise have 170 requests coming in. So yeah, if you have like a very specific design thing, you absolutely take the assets that are inside of the dashboard, you can go find a designer upwork, you can use the Photoshop files. A lot of the design files are on Canva, so you can actually probably do a lot of it the way you want anyways. So some people I know have been taking the.

Intro letter or like the intro flyer 8 and a half by 11 back, front and back card stock that is used for new customers. They just take that and they kind of redesign whatever they're trying to, you know, customize slightly in Canva. So if you like Canva that works. If you're more Photoshop, the Photoshop files are in there and then you can always get a designer to make it for you know, 50, $100 if you like wanting a very custom design. So, so.

Mr. Anonymous, in recent emails and business in recent emails and videos you mentioned how moving too quickly has caused significant B issues in business for the first years Augusta, you talked about the competitive advantage and reason for not selling to investors being Augusta is your ability to move quickly. Do you not agree that if you had more had not made decisions, pivot to make changes and grown with urgency, Augusta would be half of what it is today. Do you no longer believe moving quickly and taking large space leaps of faith in the beginning gives outsized returns? Of course as you grow you'll be you have more people being impacted and the larger the organization is, the longer it takes to change course. It is common sense to avoid a rushed and half baked decision at all costs. But assuming there has been at least moderate thought around the outcome of the change, why not operate with pace and urgency? Yeah, so the downsides of affecting a business negatively instead of Augusta Nation is too high. So say so. For example, like the biggest mistake, the most recent biggest mistake I've made with Augusta is the transition into using Max AI to animate way too fast. Like I didn't even have an opt out for everyone when we first rolled it out it was like hey, like this is happening and you Know it was just poorly executed on my end. And then even just a matter of like testing edge cases, handling a lot of the issues could have been done if I would have rolled out over the course of say six months. And I think that people would have adopted it actually a lot better if I just would have done a better job of how I presented it, how I, if I will allow people to opt in, etc. So.

I can still move quickly on the back end, but it's a matter of accepting of the change. And so I, you know, I don't like I move any slower now. I still do just as much testing, just as much data collection, but now I'm making sure it's like, hey, you can opt into these things as much as possible. There are going to be times where that is not the case. And for example, we're taking away the departments at command center. So we give months and months of advance, we need a bunch of surveys, et cetera. And so I do believe, for example like the most recent change at command center, like taking out those departments, it's the best thing for command center. So that way they haven't had to hire any new people this year because they're able to take all the best people from those very.

Very specific departments and move them back into phone training, leadership roles, land management, etc. By doing that, the objective of, of each owner is, is serve more, which is we're able to have much better training around the 10 out of 10 question, around upsells around tonality, etc. So I think the fact is a, let's just say you move fast and you break things, you're going to, you know, mess up one out of five times probably. But you, most people will lose patience and they will stop adopting your ideas if you move so quickly that four out of five things break. And so most small businesses can't afford to be making that many bad decisions. And so as much as you want to say like yes, moving quickly is important, I agree with that. But I would say move quickly but don't implement the change quickly. So moving quickly includes testing, gathering feedback, gathering data. So like this this year, for example, if you just execute on a few of the things that we've talked about really, really well, we'll be fine. Like if we just have the credit cards being collected on the website, it'll cut out a whole layer of admin time. If we just execute well on things like the threshold, the deposit threshold at Co pilot, like that whole issue of having, where people accept, accept the or pay a deposit but don't accept the estimate. Like get rid of that. That's a whole nother bottle. Like a total of problems.

And so.

Yeah, I, I don't, I think that this is mostly a matter of if this, this serves the established location the most. Moving quickly and testing things out. But new locations or locations that are in the profit wilderness, specifically 200,000, 500,000. They do not have the ability for me to make four mistakes out of every five decisions. Just hoping that I have volume to make one out of five. Right. And so the goal is like hey, how can we get more closer? We have four out of five decisions that are correct and then the one is something that we test so repetitively and it's an often opt out basis that someone can jump out of it quickly and not affect their business negatively. So yeah, there's a balance here. I 100% agree. Trust me. I'm much more of like I want to go quickly but it is the amount of damage it can cause to other people is too high. And so do I think we will slow down more? No. And furthermore I think that I want to be clear. It is a difference between making decisions fast and then.

Making making decisions without testing. And so I much more have put my energy and effort and moving quickly into what are we testing next, where are we asking for surveys, where are we getting feedback and really making that good so that when we move quickly we are doing it with precision and we know what's going on. We have full data, we have full analytics. I'm not guessing. And so when we make changes, I'll be more confident not because we're moving slower but because I've gathered so much more data and I have so much more numbers around it and then it's just a function of like this is the right way and furthermore slowing it down just a tad. We'll get better buy in from everyone to actually adopt it instead of like what I did with Max AI a couple years ago. So Mr. Anonymous, when, how and when do you think is the right time to hire for talent? Josh with copilot despite losing money, you decided to significantly increase payroll, invest heavily in talent. Why not make this decision months earlier or wait another six months? Why it happened when it did? Was there a threshold that was crossed? Has anything changed with how you evaluate talent on the team and projected growth now after this experience to avoid these issues in the future, how do you evaluate the cost of higher level talent and make sure there is a good return for, for your business? At its current size and future size. So I would say so like I talked about conference, like there's three different levels of talent acquisition. The first one, 101 being a culture fit. You know, you just need someone to like show up with a good attitude. That's 101. 201 is they have experience, they've done this before. You know, they've been in the industry, for example, they mowed grass before, they've done this for five or six years. Great, that's 201. 301 is they've been there, they've done that and they've already cross the chasm. So they've already built the million dollar business that you want to have. That person will be more expensive. Right? So 101 is cheaper than 201, 201 is cheaper than 301. And so in my opinion, you go up that ladder stack when you encounter a problem that you do not know the answer to. And so for most, most the time, we actually know the answer. I include myself, all business owners and leaders. We know what to do. It's just a matter of execution. And in that, in that moment, I would not go up the value stack because you don't, you don't need to go get the an from someone. You know what the answer is, you just simply need to execute better on it. And that is when it's like, how do I delegate, how do I optimize my time, how do I.

Become a better leader, how do I communicate better? Because I know what needs to be done. When you lack the knowledge of what needs to be done, then you have two decisions. A, do you go up the value chain and you go and hire someone that's done it before and you pay out to Wazu for it, or do you.

Or do you take massive amount of time to learn that skill yourself? And so, and that's going to be dependent on like your cash reserves, it's going to be dependent on your pain tolerance. Like if you're willing to go through two, three, four years of pain and figure it out yourself, then that's fine. For example, you bring up the copilot's issue. Last year, there was no way in the world I was going to allow that to happen out of here. So like, you know, I buy out my, my, you know, 40% co founder at the worst time, like when everything was the worst and then you go all in with like hiring not just Josh, there's like a bunch of engineers. Josh was the first one. But like Dan left a publicly traded company to come work for us. And there's others of the same kind in caliber. There's two more coming on, Anna and David both same thing. These people are not cheap, but they have the answers that I need. And so if I could go, if I didn't have the money, I would spend the next 3, 4, 5 years learning code. I mean I would learn Node JS instead of PHP because that's where we're going. And learning react. I could do that. Or you go up that value chain, you go to been there, done that. They've already taken companies that are small and they went and built a publicly traded company at sprinklr. And so.

You go do that, it's going to cost you a lot, like multiple hundreds of thousands of dollars. So.

In terms of when I think it's when you do not know the answer, then you're going to have to go up the value chain unless you're willing to learn it yourself and take a lot of time. And so it's a matter of like same thing. When you're doing advertising, do you have more time than you have money? If you have money and you want to go faster, you will go up the value chain. If you do not have money and you have time, you will probably go acquire skills and it'll take you longer. Right. So but like Copilot, for example, like there was too much pain I was causing everyone for me to be like, I will figure this out in the next 12 to 24 months. Like that that played its course for the first half of 2024 and we saw it that, that, that did.

Mr. Anonymous, what are your thoughts on only providing recurring like mowing work and skipping projects like mulch landscaping, property cleanups?

Is this a model that will be successful in your opinion? Look at ways to streamline service offerings and having an estimator going and doing in person estimates and save on having an estimator going into in person estimates. We don't sell enough one off projects to keep a crew or an estimator busy. Yeah. So personally I like having ancillary services to fill in my schedule when mowing isn't busy. Now, if you're in a market where you can mow 12 months out of the year, where winter services, you can convert 70 to 90% of your customers into winter services by talking in each and every single one of them at the end of the mowing season, then you could probably get around mulch and landscaping. It's going to take you a lot longer to grow a business to 500,000 if you just use mowing simply because your ticket size and your cash collected up front is much, much lower. That being said, you'll be able to systematize and get out of the business day operations much faster if you're doing mowing only. And so what I usually see is people will use mulch, landscaping, property cleanups and mowing. They'll grow about 5 grow to the 500,000 level. There'll be like 200 to 300,000 of mowing, the rest in projects. And then what happens as they go into profit mode? They just keep moving the rate of mowing like up to like 40%, 50%, 60%, 70% of the work is recurring. But I personally like to have mulching, landscaping, etc, because I can upsell customers and I can turn what would otherwise be a fifteen hundred dollars per year mowing customer into a three thousand four thousand dollars annual customer value. And if I can do that, I can make sense of spending more on advertising and acquiring more customers. So it's just easier to grow by having these ancillary services. But I see the world in which you can just really not cut, no, add these in. It's going to take you probably twice as long to grow to 500,000. And then it's going to, you're going to be really, really making sure that you have steady income in the winter because you have no project work if your grass stops growing for five months. I would not recommend doing this.

And, and if you like, there's Snow, for example, etc. Unless you can convert 80 to 90% of your customers into winter services, which there are locations that did that last year because they literally went and knocked on hundreds of doors and talked to their customers and pitched them and sold them on the savings of winter services. So if you can do that, I would give you the pass. I see what most time happens is people use those ancillary services to grow past 500,000 and then turn on the profit knob. But they can just grow so much faster to pass the wilderness of profitability using those other projects. And the reason they can is because you recoup the cost of customer acquisition much faster. When you can sell them a. In addition to their mowing, you sell them a property cleanup and that property is 500 bucks and you immediately recoup the $100 you spend on that customer acquisition cost. You can just scale faster using these services because the annual customer value is so much higher and the cash collected up front is higher than Moe. Mr. Anonymous if the recommended spend on Google is $600 per month, how are you supposed to scale quickly? We need more leads. We are supplementing with door hangers. We are also supplement door hangers. Okay.

So this is the thing. So I don't know where you get the exact, the $600 thing. I'm guessing it's $20 per day. And so if you're in a smaller market, 20, $30 a day is you're probably all right.

The reason that you don't want to spend more than that on Google in most markets, if you're, you know, targeting less than 50, 60,000 people, is you're just going to pay for the next click, which is super expensive. And so there's only so many people looking for lawn care landscaping. And so if you're just pumping money into those keywords, you're just going to keep playing an inflated price. So that's why, you know, usually in smaller markets, if you're spending more than 20, 30 bucks a day, you're going to just keep spending more cost per click and not really getting a lot more clicks. And then in terms of how you're supposed to scale, quickly find a channel that you interrupt people and then that interruption, that offer is so good that you get people to stop doing what they're doing, stop scrolling. They're walking in the door, they see a door hanger. Those are methods you can scale because you're interrupting people. Google, you're waiting for people to come to you. Like they have to search, they have intent based marketing. So you're going to be doing, Whether it be YouTube ads, Facebook ads, door hangers. These are methods that you get and interrupt people's day and then scale much more because you can interrupt more people than you can depend on them searching for an ad or, sorry, searching for a keyword, lawn care, landscaping, et cetera. So I would look at it much more like, hey, I'm going to spend $600 per month. Let's just say you're marking by just two or three grand. You're trying to really, really grow. I would be looking at door hangers, I'd be looking at Facebook ads. Well, how do I optimize that? Okay, great. The same way you're going to track everything that you do with your door hangers and figure out how many you have to deliver to get one customer, et cetera. I'm going to be doing Facebook ads and like I mentioned two or three days ago, I'm going to be making thousands of variations using 10, 15 creative I'm going to be using five different headlines, five different primary text, five different link, like everything to be able to optimize the variations and then letting Facebook do its thing and getting the top two or three out of those thousand variations. Um, that's what I would be doing. And then scaling that. So because you're now, you're now, you now have more money than you have time. And so you do not have the time to be super efficient. And you know that because if you spent $10,000 on Facebook or on Google Ads next month, you'd probably get almost the same amount of leads as if you spend a thousand. And so instead of spending that $9,000 on Google Ads, because we know it's a waste, we're going to find a channel that we can actually scale by interrupting people instead of waiting for them to search for us.

Question 7. Would this business model be viable? Someone paying. Paying someone base plus 50p for P? No, that would not be viable.

I just know that like, if you assume you're doing base plus you're getting them 50%, you'll never make money because your cost of goods sold will probably be around 75%. They would be, in essence, a working GM, except they wouldn't be making salary, only profit hourly, plus a hefty PPP percentage. One other. Oh, I see what you're saying. Okay, one other. One other. Oh, one other employee max, one or two trucks, 20 to 30k month revenue, all simple services like mowing and bed maintenance, maybe some old installs to dis. GM would be responsible for all sales, communication, the customer and command center. Okay, okay, I see you're saying. Sorry, I thought you meant 50% across your entire crew. If you're doing this as kind of like your gm, this can kind of work. The challenging part is this.

If everything goes well, you'll make about five to $10,000 a month. And you're like, well, that's not horrible. It's not. It's not. It's really not bad. But buying one truck could wipe out your profits for like literally most of the year. So like, usually that's why I say get to 500,000 is because you make the business large enough to be able to afford the GM to be able to. If there's a truck that goes down, like on a 7, $800,000 business that's making.

Higher profit and you have higher distributions, buying one truck or a piece of equipment going down is not a big deal. And so the fragility of the business is just too High, in my opinion. When is this low? Now, can it be profitable? Yes. Nick Reed is a great example of a location that does 350,000 or so. But really what he did, I'll be honest, is he kept it at the 200,000. He was profitable this very first year, like $70,000 in profits the first year. And then all he's done is just keep raising, raising, raising, raising prices. And so he has never tried to grow beyond this. And so it allows for a GM to pay. He doesn't do this specific model, but he does salary. But you could do this. You could do this.

It's just tough because one other employee, max, there's just not a lot of meat in the bone. By the time you pay this person and they're getting like literally 60, 70% of their revenue is going to them. And, and then that one other employee, if that other, one other employee isn't working, you're probably losing money because your cost of goods, solar so high on the first, your gm, that second employee, like, you're basically banking on them being efficient and profitable, which, which can be done. But again, I, I think this works only if you stay in profit mode for like two to three years. And this is what, like, Nick has done four years profitable every year, but he just keeps raising prices. He's not trying to get more trucks, hire more people, et cetera. So if you stay in profit mode, this would work. And assuming you have enough leads to replace churn, you don't have to spend on ads, this could potentially work. You're going to be looking at between three and $8,000 a month in distributions, which is just a little bit skinny for my opinion. You're running the risk of that GM leaving and then guess who's back in the business? You. Right. There's not a lot of backup if that person wants a vacation. Like you are going to be back in the field. So there's just, I would just say there's a little bit more risk here, but there's also risk in growing a business. So I'm not opposed to this. I just want to be very clear. I have seen several locations doing this where they literally have one or two trucks. They're doing 25 to 30,000amonth in revenue. They have one employee and it's working like very, very well. It's more a matter of like, are you building the business to leave? And that's where usually I want it to be a little bit bigger. That way I can, I can afford to pay the GM more And I can give them a salary, give them the stability to be able to stick around, give them a piece of the profit sharing that's just now sizable. And then I don't want to make my distributions pie slice so small, I don't even care about it. Like, if it's only. If you're only making like 10 grand a year in distributions, you just don't care. Right. And if you're doing all of this like 50% plus base, you have one other employee, you still have trucks, equipment, maintenance, etc. Insurance.

Fixed costs, et cetera. It just starts to get very skinny. And so can you skin that? Yeah, you technically get a lot of those locations, but I think that you'd probably be better off just trying to get to 50 or 60,000amonth in revenue with that same general manager, but have three, four, five employees, two or three trucks getting to that more 6, 700,000 in revenue. And as you raise prices becoming where there's a hundred thousand dollars of distribution for you to pull out, that starts a little look a little more appealing. So. But again, I just want to caveat. There are locations doing this. It's a matter of going that first stage of profitability, that 200,000, and just optimizing for profit every single year until you're at 350, 400, and you're literally charging $120 an hour, so.

David Vanderbrink, St. Matthews. Are we notified when leads are sold to partners through the lead program? Or is our only update at the end of each quarter when we receive the revenue from sold leads? Is there a way to track or be notified when leads are sold? That would be a helpful way to know if we are. If we have enough partnership in our area or if we need to get more in the system. Also, there have been times when CC enters a customer into my database that they also submit their info into the lead program because they were looking for a service that they don't. That they don't provide. I was under the impression that they should either be submitted to the program or put in our database, but not both. Is that correct? Okay, so if this last part has ever happened, please let us know. I haven't seen this happen, so please submit this because it's actually very difficult for them to do this. So usually what I would say is actually happening is the customer's contacted in the past for another service and then they contact for the leads program for a different service. I've seen this happen a couple times, but if you see this part Happening, David, please let us know. And that is like, if you're seeing like, hey, I see the lead and it's going to outside the program, I will say if you're seeing it, like, it's likely that we are not giving it some leads program and it's because they asked for a service that you do offer. Like if they offer, if they ask for two services and you offer one of them, we're giving it to you. Like, we're not going to give it to the leads program. So the second part, this first part, I'm sorry, this first part about the leads program, you're notified when they're joining the partner and then. But you aren't notified on every single lead. Mostly just because like the amount of, of already admin time required to like handle these leads is so high. I don't have another layer of this. But eventually I think we could automate this somehow that you're just notified whenever a lead is sold. So we will work on this down the road. Right now our main focus is getting the leads sold because when we first started the program last month, it was like only like 10% of leads could. We're actually finding partners. We're trying to get to like 30% now. It's going to take me probably a few more months, get like 50, 60, 70% of leads. And so the goal is over the next month or two to keep doing what we're currently doing, which is like we're reaching out on every single lead that's outstanding and trying to sell it for you. But only about one out of five can we get that like within 24 hours, actually get handed off, the partner vetted, etc. So that's why we literally have Dakota who sits right. Oh, he's not there. Sits right here. He literally called hundreds of people a day for, for trying to set up partners and talking them through the system and the program, etc, that's what on your postcard and your flyers, that phone number is literally going to his, his iPhone. And so but I, I like your idea here. And that is what percentage like are are. Do I have any partners set up for me in my area? This is what I would say, like you're going to get notified if a partner set up. If you haven't been getting a notification like, hey, this partner set up in your area? You can assume there are no partners in your area. But this is a good point and that is like some you might be like, I don't know if I have any partner setup. I Didn't send out text messages or anything. Like is there any setup? So let me think about this. It's just a huge amount of admin right now and the department's already relatively large and there's, there's such a, like it's just a lot of admin work. So down the road though some sort of reporting system around that we could figure that out. So for now though like my main focus is getting partners set up and trying to get where the majority of unserviceable leads get sold. And that's going to be it's like literally at first I thought everyone could just like reach out to their local competitors but so, so few people did that. So it is literally we are taking leads when they're hot and we are literally trying to call people and be like hey, we have this lead on this street, do you want it? And like very hand to hand combat. So that's my main focus right now. Down the road reporting will become a bigger part of so you know where they're coming from, you know how many are kind of Approximately coming in, etc. Next one's from David as well. A couple of questions for P2P and profit sharing.

Same day, should same day call outs affect profit sharing? If our policy is less than two hours before the start of the shift, I believe corporate requires 6pm on the day prior or the only apps excuse absences that don't affect profit sharing are those for two weeks in advance. So for us, my locations, we do the Evening before that 6pm I believe that's still what they use I think.

In order to profit sharing. Now if someone's always doing that like literally two or three times a week is like at 4pm on their way out the door like yeah, tomorrow I can't be here. Eventually you're gonna have to let them go because it's too hard for scheduling. But from in terms of affecting their profit sharing we do give them till you know, as long as they let us know the day before. So. But that's profit sharing eventually again if people kept doing that, you would eventually have to let them go because scheduling would be nigh to impossible. Number two, we are unable to dump at our shop and have a drive 15 minutes to the nearest dump area. It often adds one hour of time to the day to dump the truck. Since we are unloading pickups by hand until we get a dump trailer, should this time be treated as a PW bonus for non billable time or should be assumed that's just part of the completing the project days work. So I would like to just say this is baked into budget hours. Right now an hour is a long time and if your guys are struggling to hit base pay, I would do one of two things. One, I would increase the P4P percentage so they can get above base pay even with the dumping. Or two, you have a set percent, a set amount of time that is put on their schedule every day as a manual adjustment to go to the dump. I like the idea of just changing the percentage that way it's really straightforward. They're still thinking about budget hours. I don't like manual adjustments in general because then it reduces the incentive for them to go faster. Or if like hey, just clock in and out while you're driving to the dump. Well, all of a sudden those drives to the dump will take an hour and a half. And so I would just be careful with like manual tracking of time and adding to P4P. I would either a be adding some sort of flat time every single day regardless, 30 minutes, whatever it is, or just increase the percentage of of PVP to the point where it accounts for this extra time.

But it is not a manual adjustment. It is a higher percentage on PVP so they can get above base pay because again, if they're not making above base pay, P4P has no impact on their behavior.

Brian asks, once you hit 800k in revenue, what's your ideal percentage of revenue that comes from recurring mowing? Yeah, like in the perfect world, 100%. I want everything recurring. Now the challenging part with that is can I convert a high percentage of those people into winter services? And secondly is, does it take me to seven years, eight years to get to this size Because I only offered mowing, right. So I'm a big fan of offering those other services growing past 500,000. As you optimize in profit mode, you might cut some of the more ancillary services out. For example, planting. A lot of people cut planting out. It's like I just don't want to deal with it is another thing that if I get callbacks around it, etc. I just don't deal with planting. Great, they'll cut that one out and they optimize more and more higher percentage of the revenue coming from mowing, I. E. Recurring services. And they're really going to have to focus on winter services, like really dialing that conversion in in order to make this work. But the ideal percentage is as high as possible. But again, it's like, is it high enough? Do I have enough leads and do I have enough jobs coming in to keep my crew busy. Only on that. Like to keep a crew of, you know, five, six guys and seven, 800,000 in revenue.

You'Re going to have to be doing at least. At least 400 mowing customers at least if you're doing 800,000 revenue. If you're just doing mowing. Only now if you can literally sell them one property cleanup and you sell them one to services now also it comes like 300, maybe 250. So that's why I do like having those other ancillary services or at the very least selling them hardcore into winter services.

25. There we go. Any update on estimate accepted would be possible to make a pool for option of designs that people want. Okay, one second Thomas. So the estimate accepted thing, they're looking this heavily today. It seems like when people accept on the new portal some people are not getting in app notifications, email. So like they're. They pull up this as an incident today based upon people notice on that Facebook group. So thank you all for that. They're working on this. There's something that's off it's intermittent key. Would it be possible to make a pool for option of design that people want? Oh, I'm guessing like the media side of things just you can always request to the media team and then they take a look at them. But I just can't guarantee we literally get hundreds of them. So you have all the assets. If you want to get a designer you absolutely can. But we just, we honestly just can't afford a design team making designs for the entire franchise 24 7. We just can't. So we try to make as many as you can the ones that are going to serve the most people. And we put it on there. We have the designs for Canva, Photoshop but then you have, you have all the assets to kind of customize them or make them your own. And for most of those designs because we have we've done like the actual design, if you give it to a designer for 50 bucks $100 tops, they can usually get to exactly that customization of what you want. And so we have to make them somewhat vanilla to be able to serve all the locations. But if you want to customize it, you know I would recommend getting like someone upwork for example that can move a few things around or change a thing, change a picture out totally fine.

Because people might not be the same thing without knowing doubling the number of requests unnecessarily. Don't know.

Cool. Okay. I'll talk to the media team, see if there's some sort of way they could do some sort of, like, board that people can like, upvote or something like that.

But it's usually the designs, the requests that come in are super tailored. So, like, someone wants this specific thing, this one's big thing. So the vast majority of us think if you're like, hey, I want it to go to this certain form, or I want to go. I want to just get a designer. You can tailor however you want. And then our goal is to produce 5, 10amonth that are going to serve the collective whole. But for the five or ten we make, that might be like, I don't do every door to mail. I only do do door hangers. You might not get anything that's helpful to you that specific month. But again, the designs that are in there already have all the Photoshop files. They have all the assets. So it's a matter of just literally reorganization or changing banner names out. So, like the Canva documents, for example, if you're even don't even have a designer, you could mostly change it however you want. So I'll talk to the museum, see if there's something way we could do some sort of like a trello or some sort of upvoting system for new designs, and then that's where they pick off of it. So I will discuss that with them. All right, everyone, I hope you have a fantastic rest of your day and we will see you tomorrow. Take care.