Mike Minutes Mastermind 08/09/2022

Good morning, everyone. Welcome. Let's go ahead and get started. I'm a little bit early, but I knew this was gonna be a little bit longer. Got several questions came in. I looked through some of them and yeah, it'll be a good one. So let's hop into it. A couple announcements right off the bat though. First and foremost, we've been playing and testing out a few different options in terms of making billing better from us at here at Command center and the corporate side of things. So what we're going to do is I want to help with especially the new locations, just alleviating your cash flow issues that first week. So what we're going to do is push off the franchise fees by two weeks. So that way in September, that first week you'll be charged for just Command center, and then two weeks later, in the middle of the month, your actual franchise fee would come out. I'm doing this for two reasons. One, for the cash flow perspective. Oh, can you not hear me?

I'm hoping you guys can hear me. Give me one second. These new earbud things. Okay, you can't hear me. Good.

That's weird. Okay, there we go. Sorry.

What's that come about?

First reason is cash flow. Help me out with that. Second reason is, is because I'm seeing a couple people saying Command center cost me, you know, $2,000, when in reality that, you know, their $1200 franchise fee is totally separate than the $800 that was able to get all their phones answered, emails done, payroll done, etc. Which is obviously when you see one bill and one invoice coming out, you can just equate all of it in your one mind, one thing in your mind. So I don't want that happen anymore. So that's what's going to happen in September. Nothing in terms of costs or anything like that are changing. It's just simply a matter of the billing will happen per usual that first week for Command center and then two weeks later, we're just going to push it off by two weeks and that is your franchise fee will come out. Okay. So you'll still get the invoice for everything at Command center, but then the franchise yields come out from your same account in the middle of the month. Hopefully low audio quality. Okay, all right, I got the message. One second. Let me just take these out completely. I lost my, my.

There you go. I lost my AirPods case. And so these are just cheap, not cheap. They're 60 bucks. Raycons. Until I can find my case, I'M sure it'll just pop up randomly. So anyways, okay, that is the first announcement. So again, really quickly just to over recap in case you couldn't hear me well, and that is that in for the for the month of August that we charge per usual the first week of September, but then the actual franchise fee will be a couple weeks later in the middle of the month and that's what we'll continue doing throughout time just to help with cash flow. And again, just so everyone delineates between what Command center is charging versus what your actual franchise fee is. So so hope that makes sense. Second thing in terms of announcements is.

On P4P, we've been making a few changes over the next two months. There's quite a few changes being rolled out, stuff we've been working on. One of the changes that were just rolled out this morning was the allowing you to change the day that your pay period starts and ends. Now it's going to it potentially might have changed your day. So go to your settings and you can change it to if you want Saturday to be the first day of the pay period or Sunday if you don't work weekends, it probably is not going to change anything, but definitely if you're using P4P and you're running it yourself, make sure you do that. Command center, if they're running your P4P, they're going to change everyone back to what it was prior in case it did get moved off by one day. It might have gone from Saturday to Sunday that we were seeing that on some people when we made the update last night, but it really won't affect most people unless you're working weekends. So that's a P4P software. Make sure you change that day. If you're running P4P yourself. Last thing is thanks for the tip in the Facebook group. About Tommy Mello from Home Service Expert I was able to interview him yesterday. Podcast will probably go out in a couple weeks, so I appreciate you guys sharing that with me. I'm actually really hoping I can get Tommy to come to conference. I just got to see how much he's going to charge and so we'll see if we can't get him there. But thanks for the tip on that one. And if there's other people that that you'd like to hear from was a good audience and good message. Feel free to, you know, give me a tip inside the Facebook group. I can't guarantee that I will get them on. They have to be a good fit, but pretty Much anyone in the home service industry. We kind of have enough of a platform now to where people will want to come on. So I can get most people on that are in the home service industries. So. Cool. All right, that's enough for announcements. Let's jump into questions.

Do these things really. So what you think about these small business tax hikes? I really don't give it the time of day because.

It'S just not worth it. I have no control over whatsoever. Okay, Stripe has paused my payouts. They Send My Website URL, takes them to a 401 error page. They also said that my website needs to have terms and conditions. So terms and conditions are on there. We. It's. It's on there right now. It's likely that they're not even getting to your main web page. A lot of times this happens if you are copying your URL out of a mobile device or if you are if the S in HTTPs is not there. So this can happen if you're on sometimes like a unsecured network or something like that and you copy the URL, it won't have an S. And that basically means in order to have the S at the end of HTTP, you have to have an ssl, which is a security thing for their website. And so that needs to be there. And so. One second.

And so yeah, I would recommend. I don't know who this is. Give me one second. Let me just make sure this is.

Who is this actually making a comment? One second.

Cameron. Cameron, your web page, I will pull it up right now.

Yeah, so you just got to, you know, type it in, make sure you get the URL correct. But there is a terms and conditions page too, so feel free to email me francesalongerservices.com I can give you the direct links and stuff if needs be. Okay, more questions. Let's see here. I got like six or seven, I think that came in on the form which I'll get to right after this refund policy and contact info that matches my Stripe account. Any idea how did this can be fixed? Yeah. So send me an email. I can send you direct links, but it's definitely on your website. We have terms and conditions on there. We obviously don't like make it a big deal in terms of the front facing website. So.

Cool if you could send me the email from them too, that'd be great. Cameron, just so I can send it to the team. Just make sure that we have that according to what they want. All right, these are some good questions. I read the first few.

And I actually wrote a couple notes for one of them because it was a little bit in depth. Share, share. Screen window. Boom. All right.

Sorry for the background noise. I do not have my AirPods today because they are dead. Okay, first question. What are the top few reasons besides starting capital that you would see a location, location small and not grow a ton in the first few years?

It really comes down to the decision of the business owner that they want to grow, keep it small. And the only reason I would personally keep a location small like at 200,000 and not go up to 500,000 or above is because of management and experience. So if someone doesn't have a lot of management experience, Camp is just not good at managing employees. That's when potentially you stay solo for a year or two. You have maybe one employees for a year or two. But out, if you have capital and you have lots of work coming in, you should theoretically grow like you're growing an asset and then you're, you know, going to get to a point like the service based businesses are very one of the few businesses where you can raise prices by 15, 20, 30%, I.e, double your price, you double your, your profits and retain a lot of your customers. This isn't like, like a, like if I take a, a shirt off of Amazon, that is $10, if they raise that to $20, they're literally gonna lose 90% of their sales because there's a thousand other people that if you were just gonna buy their other T shirts off Amazon, they can't double their prices. They don't have that much pricing power. Once you've created a relationship with someone in terms of customer service based businesses are one of the few where you can raise prices significantly. For example, like at the gym, we quadrupled prices and lost less than 10% of our customers for training during COVID And so that only happens because you're able to create a connection with people and create a connection with the customer. That and it's, it's a painful process to cancel or it's a painful process to go find somebody else. Right. So at the gym, just to use an example, outside of lawn care, there's like no other gyms in Blaine. So like if someone doesn't get trained in Blaine, they're gonna have to drive 30 minutes to Bellingham to go get trainer. So like the, the, the pain of transfer, the pain of switching is difficult. Whereas like if I don't like I'm not gonna use this shirt because it's an Augusta shirt. But if I don't like my T shirt, guess what? I'm gonna go buy a different T shirt. And if they raise prices and double or triple it, I'm just gonna go to a different. Go get a different T shirt because commodity. And so that's why it's such an important thing to make sure that we are not a commodity. And that is why we make sure we answer our phones, have a great website, have great uniforms, train our staff, make sure that there's something different about them compared to everyone else. Because in that moment when you're able to create that relationship with the customer, you create a non commoditized product and service that allows you to have price flexibility. Alright, so I don't know how I got in that topic based on that question, but to answer the question more directly, I would say the biggest reason I would not grow a location larger and I had capital is because the manager or owner doesn't have the experience to TR to lead and manage employees. So.

Is a collections company we use able to collecting can. I just wanted to double check Empire is the one we use and based upon what I looked at their website, you can, I can double check that with Command Max and you could even check in with Lonnie, just help at Augusta. But based upon their website they, they do it, they do international and everything. So I wouldn't see a reason why not.

But I can't answer affirmatively because I obviously have not done one myself. But ask Command Center Max and they'll definitely give an answer. Nick, this isn't super relevant to my situation right now. Just learning for fun. When you're talking about cap rates, are you including your monthly mortgage in the calculation when figuring out your net income? No, you are not. Also, what assumptions are you using to determine your operating expenses before purchasing a property? Like I said, I'm. Like I said, not very relevant to me now. Just curious. Okay, so first and foremost, your mortgage is not included in net operating income. Net operating income is all the income from the company, or sorry for the company, all income from the real estate property, whether that be laundry that you're getting quarters from, parking, you know, the rent, obviously any sort of fees, any sort of income, like net operating income is total income minus operating expenses. And operating expenses are things like insurance, janitorial, property taxes. Basically everything that goes into repairing the property. Now it does not include capital expenditures. Okay, so capital expenditures, like if you're like going to build a new unit on that is not part of what goes into the noi or the operating expenses that come out of the total income. So net operating income equals total revenue from the real estate minus the operating expenses. And operating expenses are not capital expenditures. Okay. So if you're going to add a new unit, if you're going to build a deck, build a fence, that is not part of operating expenses. So when you look at traditionally a, an income producing property for real estate, they're going to show you their noi you need to take out. You're going to pay for the mortgage before you start thinking about profit on this deal. All right? And then in terms of figuring out what those numbers are, there are rough numbers you can use. If those numbers are not given to you. Like okay, let's just assume 1% or 1.5% is going to be the annual property taxes. You can, you can always kind of look at that sort of thing. You can guesstimate something like insurance. You can kind of guess what it is based on the value of the property.

But typically if you're going to get an actual multi family with multiple units, they're going to provide their income statements to you and that's going to show their operating expenses. And so the bottom line is just keep in mind that finding a cap rate is obviously your net operating income divided by the market value. And so that net operating income though is an equation in and of itself, which is total revenue minus operating expenses. And operating expenses are not capital expenditures or mortgages. Okay. So keep that in mind so you'll see like someone like, oh, it has like $50,000 NOI. It's like you do not get $50,000 profit per year on that property. That is NOI that does not take into account capital expenditures or the mortgage. Evansville. Two separate questions. Okay, Whoa. Long. Okay. I happen to stumble upon Augusta Wacom getting several bad reviews on Facebook over the past couple weeks. Does most of this come from the fact that people do not like change and do not and by not offering a certain service, people instead take it out via reviews. It seems even when you apologize, they don't care. So I was just wondering if the reaction or decision making time of we are cutting those services was too abrupt and put you in a position to get some bad reviews. Yeah, so like I haven't done which one specifically talking about, but I know the one time that we really abruptly had to change services was several years back when we used to do artificial turf and then we lost our manager that was doing artificial turf abruptly and therefore I had to cancel jobs that were on the schedule. Because I just knew there was no way that I was not going to be on that job every single minute of the day without that job going south. And so.

Yeah, I don't know if they left a better view. Maybe that is part of it. But usually when we stop services and we cut services out, it's not a matter of, hey, we are canceling your job. It's just a matter of, like, we just don't offer the service anymore. So it's very rare that we are canceling services. But that's the one that jumps out in my mind right away is the artificial turf one. And that's again, why simplification in my mind is so important. I was basically.

I wouldn't say held hostage. I was.

I was tying the business to one person, staying on board and trained them all up on how to do it and everything. And then when they left, obviously that part of the business is gone. Right? And I see it time and time again when landscapers have about five to 15 employees, there'll be one person that's really good at, like, concrete until they get into concrete, or one person that's really good irrigation. So they get into irrigation and the worst thing that can happen is they grow up that size the that side of the business, and then that person leaves. Because now you're just, you're basically ramped up that side of the business. You've invested in infrastructure, invest in equipment, you've invested in marketing, all the service that now you're going to cut. And furthermore, you probably have contracts outstanding. You can't do any sort of service on those things anymore. For example, like we had after we closed down the turf side of things, we had a customer complaint with the turf on one of the properties, and I literally refunded him 100 of his bill. Because I'm like, if we come back and try to fix this, we're going to be. We're going to spend way more than the build out of this whole turf project. And it was like a big cutting grade. I gave him the entire check back and said, hey, look, this is not from the business. I don't want to be held against the profit sharing. This is for me personally. Just, you know, do whatever you want with this. If you want to keep it in there, if you want to tear it out, do whatever you want. But we aren't going to come back. Because I knew it was just going to be an absolute mess to try to send guys back who had never done turf or had done it once or twice. And so that potentially could have been in the reviews you were seeing. But yeah, once you respond back to people on a negative review, keep in mind, rarely do they take down the review, rarely do they respond in a positive manner afterwards, even if you are making it right, just because they forget about it. Honestly. And I don't really like asking someone to take down a review because then they can literally go on there and say so and so asked me to take down this review and they just go off like that. So I just like, hey, look, I'm going to do my best to respond in a professional manner and hopefully that's enough to prove to future customers that I'm not going to badmouth somebody or say stupid stuff online if a customer complains. So I've moved to require credit card on file as of the beginning of June. Okay. With that being said, some customers are having a hard time with this and requesting that we send them a statement in the mail. Oh mercy. Or send them the invoice and let them pay and not use the auto pay feature. I believe my wiki states credit card only and have seen maybe two or three times where command has allowed them to go off a credit card on file. Is this depending on the situation that the customer briefs Command center on or is this simply command being human? And they could be in 20 different accounts per day and sums up through. So keep this in mind with Service autopilot. This is the part I hate about service. I PI the customer can go in and take themselves off of autopay. They have that power. I don't like that because we can get them all set up, they're on autopay, everything's rolling. They get a bill that they don't like and they just go in there, toggle it off. And now you cannot charge them with it even though you have their card on file. I don't like that at all. I want it to be able to come through Command center if they want to try and change something or whatever. The last thing I want you to do is that you think you have a card on file and the month comes, you charge it and you can't. And this is also where by the way, you want to really check your clearance because this is the one that people it was marking them as paid. But then you go into clearance not there. And the reason for that is because it is being your payment method is card on file and credit card. We're going to charge them. And you do that as a bulk action in service Autopilot. It marks it as paid but never actually transact because when it gets clearing, it's like, oh, this person doesn't want us to automatically charge their card. But in service autopilot, the invoice will stay paid. So if you're in this situation and this is happening, please, please, please reconcile your clearance, okay? And this is the hole that Service All Pie has had for over a year and a half now. And I just can't believe that they don't have a system to be able to tell people to check their clearance because I've seen tens of thousands of dollars and people that are like on the verge of bankruptcy realizing that all of a sudden they have two months worth of collections over the past year that they have not collected on because it says paid and serves off but didn't actually go through. So I would definitely.

You know, like, theoretically you could try to block them from getting in, but it's tough because if you're, if you're sending an invoice with any sort of link, they can get into their account, set it up, and then turn off auto pay. So, yeah, obviously if it's in your wiki and command center can see that you're billing, you only want a card on file, they're not going to take that card out. But again, if they. So if they have the card in and somebody goes in their account, they can toggle that off. So that's what I don't like. Stripe has now made it, because we have some problems, some people with Stripe not wanting to be an auto pay. Now, it's made it very clear that when they put their card information that they're going to get charged automatically. So, you know, if you wanted to, you can just make it where, you know, if it's like, it depends how many customers. If there's like three or four of these customers just being a pain in the neck, I would probably just note that in the future you're going to raise their prices and then just make them where they do. Just get an emailed invoice and then they can just pay from the invoice.

If it's three or four people, I wouldn't, you know, make a massive deal over this. A lot of times we just make big, you know, mountains out of molehills. If it's just a few customers, I would just let it slide if you want to keep them, if they're good customers, and then I would raise their prices next spring. So we're going to talk a lot about raising prices this winter because the amount of price insensitivity I've seen over the past six months has been incredible. We gotta, we all gotta raise our prices. Starts right for myself all the way down in terms of local shops. We've been raising them. We're gonna raise them again this winter. I truly believe that once you get to profit maximization, not when you're in growth mode. So again, if you're in the first few stages of growth, this is not relevant to you, but if you are in grow in a profitability mode and your location is of size where you're not really trying to grow it, I truly believe you got to be gunning for 100, $100 an hour if you're wanting to run a 20% margin business. Because if you take $100 per hour, you take out waste. Okay, so let's just say that's 25% of the day is just waste. And that's pretty good. 25%, like 30% is more realistic. Okay, so let's just run math. 130% waste. Now it's 70. Okay. Now it's a thing that we have wages coming out with taxes and all the rest of it. You're looking at $30 an hour. So now we're on a 40. So 70 minus 30, that's 40. Okay, then we have insurance, taxes, we have trucks, equipment, all the rest of it, all the overhead, command center fees, franchise fees, all the rest of advertising, all the rest of it. Let's go from 40 to 20. Just 20, 20 down. Now, literally, that's what 20% margin business is. If you're at 60, 70 per hour, it's going to be thin, thin margins, and I'm okay with that while you're growing. But once you get a point where you want to be profitable and you don't want to keep growing 50, 70% a year, you know, I, I really want you gunning for a hundred dollars per hour. And if that's a conversation you have with Lee, say, hey, here's what we're going to do over the next 12 months to get from 80 power to 100. We're going to raise here and here and here, and we're going to raise next spring rush on mowing, and now we're going to do it on projects. I'd be doing that again. If you're trying to stabilize and be more profitable, you're trying to hyper growth, the only thing you should be focused on is, I'll say it together, close ratio. It's a beautiful thing. All right, next question.

I Think about dealing with problem customers differently. The ones that don't pay on time because their card on file is being declined. I was going to charge the day before service or just one cut. Would you be for this or against this? Honestly, a lot of this has has to do with admin side of things. Like you're only going to do is a couple customers. It's just the time and the mental space. Like you could do this with a few customers. If you have maybe, if you have maybe 50 to 100 customers and you have two or three that are having problems, you could prepay them like pre charge. And we would do this way back in the day, Liz would put a note on the account lizard put a note on the job and say, contact the office and they're going to charge the card before you start. And do not start until they've charged the card. And they would literally call Liz at the office and she's like, okay, let me charge them. She would charge them. Oh, it didn't go through. Skip them. Like, we did that a couple times. But you can't do that when you have hundreds and hundreds of customers. So I'd just be more of the opinion, like, look, if you want to do prepayment, great. Otherwise, charge them. If it doesn't go through, you stop service. And you'd rather get burnt for a couple mo's then let them lead you on for three or four months. You stop service. Once you stop service, people are like, oh, no, I can't do that. Especially during spring rush. During summer they can get away with it a little bit. But during spring rush, if you stop service or even a couple weeks now, their lawn is overgrown and you're gonna have to charge them, you know, a higher cost and that' they're like, okay, yeah, put me on. Put my car and file, please put me on autopay. Like, I don't want that to happen again. And they're usually more reluctant to try to pull that one again.

All right, what, what would you think about modifying the winter services checklist and making a four season version? Spring services, summer services, fall services. I like this idea. Here's the problem. You got to remember that people will feel massively upsold if you try to do that. And they're asking for mowing services if it's the middle of spring rush and like, hey, I want my lawn mowed. And you're like, okay, great. So we're gonna have spring services, then we're gonna have fall services and summer services and winter services and here's how they're just gonna be like I just want mowing. And so that's why I really lean into. Can we just get them on the entry, the entry level, you know, the gateway service of mowing. And then we upsell them via one click estimate. But furthermore in our estimates at the bottom we say this is the 12 month estimate including winter services that are done throughout for us December through February. So that's why we have that in the, in the verbiage there. But I'm not going to try to sell them like we don't actively try to sell them winter services in the middle of spring rush when they're asking for mowing. Give them what they want and then make that a really easy transition to where they have to opt out of the service. Otherwise just continues on. All right, so this is my recommendation. People like if you try to sell them four different services, seasons like that. I like this idea, I really do. And I think this would be great for like full service, year round card on file prepayment, 12 month billing. This would work great. This doesn't work as well. If you have three or four months where snow or you know, nothing grows and.

You'Re trying to convince them to have the same amount of payment now in the winter compared to spring, that's difficult. And I'd rather just take a mowing customer and try to convert them into winter services. Because it's just like hey, there's this one time in the year where I gotta tell them hey, there's a change instead of four times a year, right?

Not to say it wouldn't work. I, I definitely see that can be working mostly in a place where you're doing level billing and you're doing year round mowing or things are growing more often throughout the whole year. That, that's, that would make more sense to me. You do that sort of package deal.

Is it better to have more overtime hours and less staff or more staff and less hours to go around? They better have more overtime hours and less staff or more staff and less hours. Okay, got it. We could probably squeeze our work into onto two crews, but I think we would get quite a bit of overtime. However, we would book for out further. At this point in the season we just don't have enough work to keep everyone busy full time hours. This has been relayed to the cruise and everyone seems content for now. I realized that we should have been pushing off those projects until later in the season. But instead we did them all in the springtime and now we are low on work. This is something that will take usually a couple years for a new owner to realize and that is to really understand how spring work spring rush operates. Use budget hours to schedule out your schedule appropriately out into the future as well as.

Making sure that projects, when they come during the spring rush, you book them out. You want to focus on recurring jobs and initial modes that are overgrown during the spring rush and then push off jobs that you can. In terms of project based work. My office manager and I are going to start calling all our customers to drum up some business this week. Yeah, like that one click estimate email later this week we're going to have the one for, you know, last chance summer kind of thing for summer projects. So that'll come out later this week for one click estimate emails. But 100% if you are running low on work because it's summer, it's hot, you know, grass is dry and you're not getting a lot of new mowing customers. Obviously this time of year I would definitely be. This is the time to upsell. This is the time to incentivize your, your crew. $10 for every single upsold customer that they just make notes on when they're on their visits throughout the day. If you have, you know, four or five hundred mowing customers, you're not going to be able to go and check out every single property if you're on every single one. If you're a solo operator, I would highly recommend this time of year if you're slow to be literally giving an estimate proposal to every single client after you've done their mowing service like, okay, they need a weeding service. I'll give them an option for mowing or for a bark install. And oh, I saw that there's some trees touching their gutters. I'll trim those to make an estimate for every single person. I would do that if I was on the property. If you're not on the property, you're going to incentivize your guide. And this is what we tell them. Okay, look, we're going to 10 bucks. If you simply take a couple of pictures and put some notes of what needs to be done on this on the, on the property and then they accept you get 10 bucks. So those are typically relatively high closing closing ratio and furthermore, zero customer acquisition cost. You already have the customer. Selling to them is a whole lot easier because you already have their card and pile. They already know how you operate. They already know what Augusta is. They already know how you bill. There's A lot of pros for you. And there's pros for them. They don't want to go find someone else to do their bark install. They already have their billing information with you. They already know how you roll. They understand how everything's going to work. So it's better for them too. Let's go. That's all of them. Bam. Cool. All right, let me go back to here.

You talk about paying a GM salary when they do everything. What would you start a GM off hourly if you still handle some of the estimates?

It depends. Like I'd pay them anywhere between 20 and 25, just depending on what they're doing. If you're talking about per hour salary or per hour wages, because again, the GM I want to most of their incentive to be based upon profit sharing, not their hourly wage.

Is CC still checking clearance for us? Yes, I know they did it for us early in the year. Yeah. If you're on full service, they'll check it. I think we've been doing it the last week of the month. So that way you don't get you're not billing somebody again the first week of the month for stuff in the previous.

I definitely thought as we do less projects and focus on more recurring services to include a five dollar increase that would account for command center bills. We would not share the $5 with the crew and P4P but would use it to do straight overhead recovery. CC. Yeah. So this is going to be your EC, right. Your E fee should cover your command center fees. So in terms of $5 increase, I wouldn't be doing that on your hourly rate. I wouldn't do that. I would leave that alone. So that way you can honestly tell the guys what the hourly rate is and you can tell them what percentage they're getting that you want. That be very crystal clear. As P4P, I would highly recommend though E fees to be going up. We just moved our E fees up to $100, right? Brad Bellingham? Yeah, yeah, 100. We just moved the E fees up to 100 bucks. So we started providing mowing estimates for each estimate. Whether they wanted bush trimming or mulch. I'd say we have picked up 8 to 10 million customers since we did this. Yeah. If you're going to go to a property, they think about it. If someone calls for a bush trimming right now, our molt installation and it's, you know, the middle of summer, you're. You have to go to the property. Even if it's a drive by, it's going to take you all of 3 seconds to put a mowing quote on there. So yeah, 100 do that. And at the very least, it's on there. So that next spring, if they call in commands, they're gonna just be like, hey, it looks like at a price here. Let me go ahead and confirm this is still the right price and we can go ahead and get you on the schedule. Right. Oh, just a note on Connor's question about the Lockham location is negative. Oh, this must be from Lee or somebody. There are three recent reviews on the welcome page that are negative. One was a legitimate review because we messed up on the customer's billing and it was a 1 in 10,000 situation. We apologize and everything. We could make it right. One review is about Mike's real estate dealings. Yes. And had nothing to do with Augusta. Someone just spewing at Mike. The last review was someone complaining about cut you off. This review about me is hilarious. I. I made a little bit of a clip of it on the vlog. It'll come out in a few days.

It's really dumb. So the, the knit here. I'm going to take this away. I'll share this story and then we'll call it a day. So this is what happened. So the neighbor of where I live and like the 10 units, she. She's walking her dog with her husband going by, right. This is last Saturday. And we're just trying to wrap up kind of standardizing all these lists. And then we're hiring someone to do all the cleaning. As I kind of had said, I was like the first couple months, I want to do the cleaning. Liz and I really understand the systems, how things work. Figure it out and then just pass it off. So now we're going to give this lady a set dollar amount per time she comes and cleans the units. And it's. She just calendar. She can see everything that coming on. Airbnb knows when she has to clean. Etc. All right, so we're kind of wrapping up, going over like the final systems and checklists and things like that. And Liz was there. So Liz is. Liz is kind of like walking outside the units and this lady comes walking by with her dog and her husband and she starts yelling at Liz because we have this, this, this floodlight that's over the parking lot and it didn't have. It didn't have like a shade on it that was. Would protect the light from going backwards. And her house is on the other side of the floodlight. So she'd complained about that cold Command center, like five times demanding to talk to Liz and all the rest of it. So finally. Okay, okay, finally, let's go fix it. So I had a maintenance guy go up there, put like a shade on it. So, like, the light was pointing only towards the parking lot. Well, then, of course, she has to move on to the next thing she wants to complain about in life. And that was the motion detecting lights that we have on the parking lots. Because it's kind of a. It's like a. You guys have seen it on the videos, but like a kind of a long property and people will cut through the property. It kind of saves a few minutes walking time if you're trying to get a few. A few streets down. So.

We, we put. We put motion detector light just to prevent people from doing that at night because it's not good for the tenants if they have kids, even the Airbnb. Like, people just wandering through the parking lot's not good. So we put these. These bright LED lights on the parking lot. Okay, now here's the problem. Okay, let's just draw this out because this is, like, the only place where I get to share the whole story. So let's draw this out. So this is the neighbor's property, okay? This is the parking lot, okay. And our units are right here. I live right here. Okay? So people park right here. This is the neighbor's house. This is the floodlight and her house, like, right here. So we put the shade on so that the. The light would not go into her windows at night. Okay? Wouldn't want that. We wanted to disturb her sleep. Wouldn't want to do that at all. So now the motion detecting lights are, like, right here. Each of the units have one and they point this direction. So when they come on, guess what? They're going into her windows somewhat. Okay? We're talking 75 to 100ft right here. Anyways, so now she's complaining about her motion detecting lights. So Liz. Liz kind of had enough of it because this lady just starts going off the handle. So Liz went inside of one of the units. She's like, yeah, we. We fixed what you asked for and that's it. And she went inside the units and closed the door. Well, this lady, she. She's just mad as a hornet. And I so wish I had my phone. It would have been the best video ever. But she's mad as a hornet. She. She like, throws the leash at her husband, says, hold this, and then runs to the door, opens the door of the house. Like, not. No knocking. Opens it and starts yelling at Liz. And so I'm like. I was taking the trash over to the dumpster, and I'm like, running back to my car to try to get my phone because I wanted to get it on film. And she was just, like, spewing at Liz and stuff. Anyways, long story short, she went online because as she turned away from that. So as she turned away from the unit. Right here, okay? She's like, right here. And I'm just standing outside my car. I was just about to get my phone, and she's like, hey, are you the owner? And I said, I'm one of the tenants. And so I did that because she's so mad, and I knew if I said I was the owner, she was just gonna, like, unleash on me, right? So I said, I'm one of the tenants. And I did not say I was not the owner. I said I was a tenant, because I am a tenant. I have a physical lease with Cedar Park Living llc. Therefore, I am a tenant. I didn't say I was not the owner. And I just wanted to avoid confrontation because at that moment in time was not the time to try to get in debate with her. Anyways, so she went online on our Facebook page for Augusta Lawn Care and said that you can't trust the owner, and he lied and all this other stuff. So I. My response. I use my personal Facebook account. I responded and I said, well, I didn't feel at that appropriate. It was appropriate time to get in a debate since you were trespassing. And it entered into a unit with physically, without their tenants approval. Like, she opened the door to someone's house, and she had the audacity to talk to me about lying about being the owner. Like, sorry, but in a court of law, you would be charged, and no one's gonna get me in trouble. So that was that what that Facebook review was all about. Anyways. That was a very long story for a very, very simple explanation to a Facebook review. Anyways, take care, everyone, and we'll see you tomorrow.