Mike Minutes Mastermind 06/18/2024

Ladies and gentlemen, boys and girls, welcome to the Mike minutes Mastermind. Happy Tuesday. Let's get started. We're going to do a little bit of education. Just a second, quick announcement. This week I'm doing my final rounds of edits on augustalights.com and so I am hoping that by next week you will be able to use the dashboard to get your site registered and ready to roll. And then within a matter of a couple weeks, we can get each site built for each location as you request it. So should have some look at it. Probably early next week, I'll send out some pictures and kind of what it's looking like, probably send some access and then once you want that, create for each of your locations, you'll be able to log into your dashboard and request that. So that is coming on the horizon. All right.

Do some edumacation here real quick. So I wasn't going to necessarily share this, never really planned to because I thought it was more for content creation. But I realized the other day this is really helpful for any sort of meeting. This is useful for any sort of presentation, if you're having a team meeting, if you are making a video for your team, any sort of training material. This is a really, really good framework that I've used for.

Eight months now. Once Dr. Kashi and I went over things, it's how I made all my keynotes last conference, it's how I look at all of my videos. So I'm going to give it away and now you're going to see it in every single thing I do. So let's jump into it. But I think it's really helpful for meetings. I talked to a GM the other day about conducting team meetings and making sure they don't go in circles and make sure they're succinct, that there's actual actionable things to be taken away, et cetera. So what I want to share is.

So at the end of a video presentation, whatever meeting you're having, there's some sort of result that we want to have at the bottom here, right? So this could be a sales pitch. So you're making money. This could be. You want specific action from parties involved, you want to see certain changes, et cetera. The question is, how do we get them from the top of the funnel that is seeing the video to video the being at the meeting. Like you just be at a team meeting, great. You're at the top of the funnel. Okay. Meaning just being there doesn't actually make more money, create more action or have any Changes being done. So how I kind of break down any sort of meeting presentation, any sort of communication, is this way. First and foremost, you have an intro, also known as the hook.

I would rely more on hook than intro. Intro seems different.

A lot of people misinterpret what the intro means. And then you're gonna go into the meet.

And then you're gonna go into the cta.

Okay, so is this like, the right way to do it? Probably not, but it's worked really well for me. Dr. Kashi gave this framework to me. It's what Alex has used for a long time, and it has really helped me consolidate my thoughts. When I'm trying to get a meeting, when I'm trying to make a video, anything like that, it's super helpful. So the hook, this is really, why should I listen? What am I going to deliver?

So if you're having a meeting with your team, you're like, well, they're here. They have to stay here the whole time. I'm paying them to be here. Great. Whether or not you're actually going to get to this at the bottom depends on your framework to get them through this funnel. Because all along the way, throughout this funnel, as time goes on, you have people leaving, checking out. This is people staring at the floor. This is people not getting to the end of the video. This is people not getting the end of training and actually being present all along the way. As they go through this funnel, they are leaving. You're like, what does that have to do? Like, this sounds like content. I thought the same thing. But every single form of communication can be taken this way. So if you're a general manager, if you're an owner and you struggle with team meetings, this will work. What I'm about to show you, it's really, really important. Now, the thing, before you start the meeting, you need to be clear as, what is the goal of this meeting? What is the goal of this presentation? What is the goal of this video? Right. So, for example, I think I just did now. So when I was about to do training right now, I didn't even meaningfully do this. I literally said, this is going to help you with every meeting. This is going to help you with every video and any form of communication with your team. That was my hook.

For you all to stay on and watch the rest of this video. And I can actually see the metrics right now. No one's left the video since I said that. So this is the type of thing that if you don't have some sort of structure to your meeting. It will go in circles and you will lose people and you will never actually get them to the bottom right here. And so literally yesterday I was helping. Okay, I'll just be honest. My dad, who's a minister, I was walking through this framework because like the way you communicate doesn't change whether you are doing a 60 second short, an 8 minute mid, a 60 minute sermon, 60 minute long video, a off site meeting with your team. All of this applies the exact same way. Okay? So the hook needs to be like, why should I keep watching, why should I keep listening? Why should I keep paying attention to you in this meeting? And so usually what you're going to do is you're going to make a promise of what they're going to get, right? There needs to be an un, you'll hear this term unclosed loop, you know. Okay, if you listen, by the end of this video, I'm going to show you X, Y and Z. By the end of this video, I will give you the solution to X, Y and Z problem. Give them the hook. Why should they keep listening? Because if you don't, they're going to leave. Either check out mentally in a team meeting or actually leave like a video or training or something like that. Now the meet typically consists of three, but you can make it shorter. So if you're making a smaller piece of content small, at a shorter team meeting, you might just have one piece of meat. And all this meat is, is simply a problem.

Followed by a solution.

Followed by a case study or a testimonial.

And so you're doing the same thing three times. Now three would be a long form piece of content. This would be a longer team meeting, this would be a off site meeting. If you are trying to make shorter pieces of content like a stand up meeting for your team, you'd probably only do one piece of meat. But this part is the one that really dictates how long your meeting is going to be. If you make this one, you can make this a five minute long meeting. If you make this three, you can make this a 45 minute to 60 minute presentation, sermon, video, training meeting, whatever. And so let's just, let's use a team meeting, for example, maybe like a 15 minute weekly meeting with your team. Great. To the hook.

By the end of this team meeting, I want to make sure that you're able to understand exactly how to make more money on your paycheck every single week. Great. There's your hook. And that would assume that the content, the Meat of this meeting is about being more efficient, showing up on time. You're like, well, I'm going to chastise them for not showing up on time, or I'm going to chastise them for yellow slopes. No, no, no, no. That's not enough for them to watch all the way through. That's not enough for them to pay attention all the way through. The hook should be meaningful to them, the audience. And this is the difference between caring about the speaker versus the audience. If you care about the audience, give them a hook that matters to them. Why should I keep listening to this video? And this psychology is really helpful when it comes to creating content. Because when you watch a video, the first thing you're doing after you. Because right above this, if you're doing videos on social media, you have your title and thumbnail. Oh, you can't see it, Sorry. I'm going to write a little bit lower. So right above here, there's usually another step, and that's title and thumbnail if you're making videos online. Okay, so there's technically another step before the intro. Because I need them to click on this video before they even hear my hook, right? So, like, if you have someone in a team meeting, the reason we get sloppy in meetings is because we're like, oh, well, they have to stay here no matter what. So I'm just going to not do any of this part at the top. I'm not going to worry about packaging. I'm not going to worry about promising them what they're going to get. The end of this. And we get sloppy. And so that's why people check out. So the meat is the problem, the solution and the case study. For example, problem. I'm mad that no one is making above base pay. I'm mad that last week more than half the team didn't make above base pay. There's your problem. What's the solution? Show up early to get your stuff put away on the truck correctly. That will prevent you from having to come back to the shop. And when you forget things, making sure you don't have yellow slips, making sure you pack a lunch, all these things, that's the solution. Case study. For example, last week, Billy Bob over here, he crushed it. He made $400 extra on his paycheck. Here's how he did it. There's your problem, your solution, and your case study. And you're like, okay, well, now I want to. I'll have another thing I need to go over in my team meeting. Great. We're now going to go over the problem that someone got hurt. What's the solution? Better safety training, asking people if you don't know what to do. Case study. Use an example from someone in the team or a past event or a story from your past.

And then your CTA is your call to action. So every single meeting, every single piece of content, every single presentation, you're trying to get to change their behavior, some sort of action, transacting of money. If you're trying to sell, if you're doing the same thing on a customer, by the way, if you're trying to get your team to change anything like that, you're getting a call to action. And I'll go like, I'll just use this random example from yesterday. I said like to, to my dad. I was talking about this and it was like, your call to action as a minister is like, get, you know, get saved, you know, come to Jesus. It is like read your Bible. It is, it is like get baptized. Like, these are the call to actions in just a different form of content and a different presentation style. And so you want to ask yourself, this is why it's so important to know what your final result is. Like, what do you want them to do? And is so important. If you're not clear on this, you're just gonna lose people all the time. So what's your call to action? What do they do next? So after this example of what we just talked about for a team meeting, when someone has a problem no one's making about base pay, the solution, you lay those things out. Case study. You know, Billy Bob shows up here every single day, 15 minutes early, look at his paycheck. Let's go. You do that as many times as you need to make the point. Drive the meat of the of the presentation home. And then your call to action. What should they be doing here from here on out? Okay, call to action is if you guys go on your app on PvP and see the top leaderboard, emulate whatever the top person or top two or three people are doing, and you'll probably make more money. There's your call to action. I want them to look at the app more often. Great. Another one could be call to action. Could be.

Watch the listen to the P4P book. It's in the audible program if you really want a full understanding of how this works. I know. I kind of briefly went over it in the meet. The call to action is go watch the book. Go listen to the book. It's a free course on P4P University. If you want to sign up for it, understand exactly how you can make more money. There's your cta, your call to action. So every single form of content, presentation, video will follow this format. If you're making videos for social media, your title and thumbnail will be above this. But just general meetings all the time. I would recommend using this format. It's super helpful for me. I hope it's helpful for you and I promise, I promise you will have better results in your meetings and any sort of content that you deliver if you follow that framework.

Hopefully that was helpful. Happy to answer any questions about it.

Like the reason most meetings stink is because there's no intention, there is no reason, there's no. We don't know what the call to action is, we don't know what behavior needs to change and for that reason we go in blindly. Like that's why most meetings, people like hate meetings is because there's no intention, there's no call to action and there's no results that are come from the meeting and there's no structure as to what people are going to take away from this and there's no structure behind the person making the meeting in terms of how they're going to get people's attention, how they're going to deliver on that hook at the end of the video, at the end of the meeting. So. And always think about your audience, what's in it for them? Why should they keep listening?

All right, hope that was helpful. Let's jump into some questions. All right, what do we got today? We got one of four. All right, first one up from Corey from Bellingham Shop. At the end month I'm going to put what I've saved to paying off my car and afterwards I am debt free. I'm ready to start learning about investing. But there's quite a number of books in the audible and I'm a little paralyzed on where to start. Do you have any recommendations? Thank you. So the biggest thing is I would say in general is to not feel pressured to to invest the money. As soon as you feel pressure, this is when you start investing in places the money should not be. There's a video that is pinned to the top of the Facebook chat or Facebook group and if it's not, it's in the dashboard underneath the academy specifically like an hour long video or hour and a half long video about this topic specifically for team members as they pay money things off, where do you invest the money, that sort of thing. So you know, as you have and are doing, like, paying off the debt. Great. First place. Because every single month you're losing probably, you know, 1% of your money just by having it in debt to interest. And so being able to pay that off. Great. Then it's like that video kind of outlines, like, where to look to reduce expenses. Once you pay off a loan, for example, on a car, there's a good chance you might be able, like, increase your deductible and save 20, 30 bucks a month just on your insurance. So there's so many ways you can start the snowball of building wealth. But don't be pressured. Like, oh man, I got 10 grand. Now what should I invest in something? There's no pressure. Like, that's when you start making dumb decisions, in my opinion.

Mr. Anani. Oh, I know who this is. They text me, Okay, I know who this is because they said that this was going to be them. Okay, so, Mr. Anani. Mouse. All right, now we're getting creative with how to spell anonymous.

What would you. What would your answer be to a GM that asks for a raise and says, since the team members have an increase from 33 to 40 in P4P, do I get a raise or am I required to do less bhs? Okay, so let me just like, I'm gonna look at all this other stuff, but here's how I would respond to this. First off, by increasing the.

By increasing the prices and getting everyone to increase the percentage from 33% to 44. So, okay, there's like five angles here because I know who this is. Give me a second.

Okay, let's just look at the 30% to 40. 40%. The amount of budget hours required to get completed in a week doesn't change when you increase the percentage on fever P. It is still required to get the same amount of budget hours completed. That is how we deal with a seasonal business wherein we have way more work at some period of time and way less work during other periods of time. Otherwise, we would run out of work during the off season simply due to the fact that we were not willing to surge during seasonal seasonality to some extent. Obviously, that can be curbed with time, but especially in your first two to three years of business, you don't have enough revenue during. During the off season. This is in part because you don't have enough recurring revenue during the go time spring rush. We need to be capitalizing and stacking as many of these recurring jobs as possible, which will require a lot more time. And it will also require us to give up some of the profits of the business in order to be able to retain our team. The reason we do 33% to 40% is not out of the goodness of our heart. Because most of the time that's not when we're making money. It's actually a matter of just retention. And so if a GM wants to lose their entire team, you keep percentage of P4P down and your whole team leaves. Where do you think that's going to lead to profit sharing? Right. And so when times are bad, no one wants to be around. When times are good, everyone wants a piece of the cake. And so what will happen the same way if the team knew that, say the General Manager making 25, 20% of profits, for example, every team member is jealous during Q3 and Q4 when that, when that GM is making a bunch of money. No one is jealous of them. When there is basically no profit sharing for the first one or two quarters. Especially if you're in growth mode. So that'll be my first thing. Let's keep reading. Current year P and L revenue schnop shot and beginning of the year projection sketch are included in attachments for context. We use the same compensation plan as is directed in GM documents. 1k per week growth incentive of $600, $1200 $2000 based upon 20, 40, 60k per month and 35% distributable cash. GM is in the second spring rush in current position. Currently in the wilderness. GM is responsible for everything except for hiring. Next year we will be responsible for hiring and full reins will be theirs. They will be responsible for hiring. Got it. We use the working GM model, have a minimum target of 30 budget hours. Budget hours plus estimates per week. First year did 220k in revenue with one team member plus GM. Current recurring budget hours are 80 budget hours. Project schedule is not booked. Last four weeks have averaged 102 budget hours completed. Currently not profitable. Goes to be at capacity by June 1st. 3 team members plus GM for 120 budget hours per week. Client goal was 200, currently at 130. Subjective context, GM is growing each year and I can definitely see the incremental changes in personal capacity. Great. So I will first say if you are, if you know who you are in terms of gm, please don't be offended. This is an owner that is seeking to learn and understand. And this is like the. Somewhat of the gray area of this platform is everyone gets access to this and it's like, you know, it's difficult for me to answer questions Live, especially when they're about me. It's also going to be difficult at times when owners and GMs need to anonymously submit questions to be able to get answers about someone in the organization. That. This is like the perfect use case for an anonymous submission to a question on the Mike Mintz mastermind. Because this individual is protecting his gm, but honestly wanting to know and understand. So I just want to make that clear because the GM is going to feel called out here. I would not feel that way if I was you. That's. This is an owner who cares and generally wants to be able to understand and then be able to communicate well with you.

So I'm just going to look here. These are the projections. Okay. So this is revenues. We're making about 35,000amonth in revenue. Growth is pretty strong. Very good. Okay. January to May. This is your P and L. Great. I'm not going to show this part because it will actually show who this is. You can tell, actually. So it looks like the first five months of, of the year were a little bit negative. We are growing pretty quickly. I'm looking at that. 28. Okay.

All right. I know you did scratch this out, but I can tell who this is in several areas to the owner, whoever this is. Okay, there's the sketches. Okay, great. Okay, so what is the question I can answer?

So I think I addressed the first part, the top part. I would say this.

If I. If I was a general manager, I would first, especially during the times when the team is making a bunch of P4P, it's very easy to start comparing your salary to what they're paying and be like, man, I work so many hours. Like, this is crazy. And if you were a frontline team member, you would take that role. However, their role is not guaranteed during the winter. Their role is not on salary. Their role goes up and down based upon seasonality. Secondly, the skills you are gaining are valuables. Like when you go to your next job, if you've been a general manager five, six, 10 years, you're in a much better place than someone who's mowed lawns for five or 10 years. So the skills you're gaining are valuable and you're technically learning in the dime of the owner, because right now you're not making any profit. Next thing I would say, your upside is you are experienced a season of risk. If you were starting to start your own business, you would actually be losing money right now. You're actually getting paid and then you have the promise of future earnings. The same with an owner has also future promise of future earnings. And that's why they literally will go in the red to be able to make money in years 3, 4, 5 and beyond. The general manager takes a level of risk by being the general manager because they can't participate in P4P, especially when the crew is crushing and they don't get this 33 to 40% raise or difference. What they do get is 35% of profits. What they do get is if they can increase their revenue, they can literally make $2,000 extra per month. If you're at 35,000amonth in revenue, it means that you're literally a few projects a month away from making extra $1200 a month. You're probably a year away from just having a $2,000 bonus plopped on your in your check every single month if you're hitting 60k. And so that upside is higher risk. Agreed. The downside or the base that you're experiencing right now is soul crushing because you have taken on risk to be able to have the upside of the 35%. Because.

If someone joins, like takes your position, for example, they will not be at 35%, they'll be lower. Why? Because they have less risk. And so this is a risk reward. This is why I built the compensation plan. His way is someone who takes on 35% of all profits from a business while getting paid a salary with incentives to be able to grow quickly. They are taking a portion of risk during the first year or two when the team members will at some point make more P4P than them on a weekly, bi weekly or even monthly basis. But what they're giving up in return is the outsized potential of making 35% of all distributions. And if you were to leave because you've already made 35,000 in revenue per month, the person coming behind you would only make 20%. Why they have less risk. So you are in this part. The GM role is kind of this marriage between a frontline team member and an owner. You have some more risk, you have way more upside than a frontline team member. A frontline team member has no compounding effects of profitability. They get a chunk a piece of the pie if they show up of 10%. For example, if you profit sharing, the fact that you get literally three and a half times that for just yourself not distributed between a team is extremely valuable if you're going to stay with the business long term and if you're only going to stay with the business for two or three years, then it's like, grow the business because you're going to go after these, these revenue incentives. So that would be my little stump speech. And I know it seems like I am in this case acting on behalf of the owner. I would say from the GM's perspective, realize your intermediary position of you are taking some risk, but not the risk of an owner. An owner is literally right now losing money and has for the past probably 12 months. And they got this location off the ground and scaling pretty quickly. So if I was a gm, I'd be like, okay, great, I get to be able to participate kind of like an entrepreneur. I get more than a third of all the profits. I also, on top of that get a salary and I get bonuses based on revenue. You will probably make more than the owner for the next three to four years in business. So the owner is taking the majority of the risk. They will get the majority of the, of the profits down the road. But until then, you get base pay, you get profit sharing, and you get bonuses. That's awesome. And for a lot of people, the working GM model is really, really good. If they stay for three to five years or more, if they start becoming a regional manager or starter, you can really, really do well. Like if a location goes into profit Mode around year three or four or maybe five or six that are in 6, 700,000 in annual revenue and goes into profit mode and is able to kick out 150 grand in profit and you're taking 35% of that, that's an extra 55, $60,000 in profit sharing plus your base pay, plus your bonuses. That's the upside potential you're giving up now and the risk that you're taking now by having what seems like a difference of balance of pay structure. So it is, it's, it's a, it's a balance of you're not an owner, that's very high risk. You will literally go negative for the next 12 months. You will not go negative as a GM, but you're going to down the road have less upside as well comparatively. So I hope that made sense. Hope it's helpful.

Chad and Caleb Fuller Landon Barry, N.H. we currently have a good problem and would like some advice on how to proceed. We have an influx of employees, so seven guys plus two owners, but only 102 lawns to service. We didn't hit our goal for new recurring customers this spring and are currently booked out only one week for project work. Based on the data you've seen across locations Is it worth investing heavily in Google and Facebook ads at this time of year considering the high customer acquisition cost? We've already sent out one click estimates and tried upselling to existing customers. Another option is to lay off some of the crew or have them work much less. However they are all rock stars and would hate to do it to do that, especially knowing the turnover rate in this industry. We are in growth mode and have a coaching call tonight to discuss our marketing strategy in depth. But I wanted to get your thoughts beforehand. So the number one question this all comes down to is this assumption. Are there higher customer acquisition costs if you change your ad to focus on projects? So I would before I make this decision I would like you have a week. So like I'd be doing this tonight. I've been making Facebook ads. I'd be making five different offers, three variations of every single one. So you'd have 15 total ads that will take you about an hour and a half to two hours to create. Use the templates, use the done for you ads and track for the next week how much it actually costs you per lead and then what your close ratio is on those leads and you'll know exactly how much it's going to cost you to get a project. And again you'll actually probably more profit on these because you get more money. So for example a mowing customer, let's say you get a customer for $40 cost per lead. You close one out of two, that's $80 that you are going to have to spend to get a new customer. If you actually take your gross profit, it might take you 4, 5, 6 lawn mowings to actually break even on that customer by the time just to recoup the customer acquisition cost with projects. The nice thing about it you might let's say you pay $150 to get a new customer, but if you sell them a $2,000 job, you can get that money in a week and a half and recoup like the velocity, the money goes faster, you lose out on the recurrence which is a huge deal in our industry, very important and it's a one time job. However, you're able to actually get that money back faster to you. So I'm willing to pay a higher customer acquisition cost knowing I get that money actually faster back to me. So it's not just about return on investment, it's about how fast I get the money back to me. So I would test that religiously before I make that assumption. And maybe you have if you want to Give me that context. I can dig deeper in in terms of, like, how to handle the team and things. But I think based on what I saw there, I don't think that assumption has been fully tested. And I was like, let's run a week with five different offers, three different pictures or creative variations, every single one, and figure out what our actual cost per lead is. Four projects, and that's going to be like changing to. What are the three. Three or four different major projects that we handle. Okay, Mult installs, there's your creative. Several variations. Okay, we're going to do bush trimming. Okay, there's. Let's do our creatives. Let's do that. And like, whatever your third vertical is, you know what that is. If you're doing paver installs, whatever it is, make those three different kind of variations. Have the five different offers go from.

Mr. Anonymous. If I want to get really good at making Google and Facebook ads, where could I learn more on that and get deep into it, honestly? You know, if you spent a weekend looking at YouTube videos, that would be. You'd be ahead of a lot of people. You can. There's several good creators that.

Have actual courses on YouTube that are just playlists of how to do Facebook ads. Keep in mind, a lot of the ones that are most popular actually like 5 to 10 years old, because they're the ones who, like, were the OGs, like Amy Porterfield, for example. There's a whole bunch like, they were the OGs, and now their stuff is actually outdated. So just keep that in mind. I would be looking for a kind of course on these topics and try to filter by the last 12 or 24 months in terms of YouTube. That would be where I personally would go. Books get. Get outdated so quickly. Like, by the time people publish them, it's outdated. They're usually not good content that. That's in depth. Travis Cohen, Jonesboro how do you personally reset after. After an off day? Okay, all right. Yesterday had a lot thrown at me, and today I feel out of it and kind of spaced out. Don't have a practice for getting your head back in the game, I think. Do you. Do you have a practice for getting your head back in the game? Oh, man. A lot of has to come to know, like, what threw you off? So what throws me off the most is like, there's certain things that throw me off the most. And to reset from that, it is like. There's no, like, easy answer here. I would say this. You are labeling it as an off day. I'D be careful about that. What if we label as that was the day you learned the most? Like, if everything goes right, you actually learn very little. And so if you can reset your framework and labeling mechanism for what an off day looks like and that is a negative thing, and instead think like, man, I learned so much yesterday of what not to do. I'm never gonna do that again. That stunk.

That would be my recommendation. Relabel the thing instead of calling an off day. That was the day of intense learning.

In five years, that day will be more valuable to you than a day that went perfectly. You will not remember the day went perfectly. And if it was a really bad day, you'll still remember the one that was a quote, unquote, off day. But it taught you more than any other good day that you'll ever have. But the framing and the proximity to the problem, the proximity to the pain, is what makes it so acute and so difficult to get over. In five years, you will look back at that day and you will be thankful for it 100%. That that sort of mentality, usually you can go, okay, yesterday was bad. Quote, unquote. Again, label, don't like it. I would rather you say yesterday was intense. Yesterday was accelerated learning. Yesterday did not feel good. However, I know in five years I'll look back and be very thankful for it. So there's some of this I'll talk about conference stuff. Mr. Anonymous, is it crazy for me to think about selling my house and living in my Jeep so I can keep as much money in the business as possible? I wouldn't say it's crazy. I would say that you need to take all stakeholders in this decision into account. If you are a single guy or gal, you could probably make this work and you'd probably have great return on any time and money saved. This is why, like, Nick lived in his van for a year and a half before becoming an owner. Great return. I would venture to believe with his current partner, that would not have been something he could do now. So now, to my knowledge, they have a nice space, shop, et cetera. Like, different stage of life, different stakeholders are involved. And so if you're the only stakeholder, you get to make this decision. And is this a good financial decision? Probably. If you're actually trying to maximize wealth, if you're trying to have a good work life balance, probably not. It's just like, what are you willing to give up in exchange for the success you want to have and what pain are you willing to endure? Like, it's not going to be fun living in a Jeep.

But if you believe that that's going to give you an extra $30,000 a year to spend on the business, which would lead to doubling the size of it. I happen to be. From a financial perspective, you'll come out on top of whether or not that's best for your life. You'll have to figure that part out. But I would just say cautionary tale is that if there's other stakeholders involved, be very cautious before proceeding. All right, everyone, I love you all very much. That was a great mastermind, I thought. Have a fantastic Tuesday. We'll see you tomorrow.