Mike Minutes Mastermind 10/12/2023

And we're live. Hey, everyone. Hope you're doing great. Let's go ahead started. I'm a little earlier than usual.

Let me just pop this into Facebook.

The reason a little earlier is because I am trying to move my body clock to Louisville time, which is three hours ahead. So that means I got. I'm slowly moving back to waking up at 3am which is not fun. But the harder part is actually getting to bed at a decent hour. So. Anywho, that is why I'm earlier. So. All right, let's go ahead and jump in. First off, great episode by the media team yesterday. Really, really awesome. That was my favorite one ever. Not just the video, but actually in person. So. So I don't know if people. Some people had questions on the Mastermind or the Facebook group, so I'll talk a little bit about it. But yeah, like, we are obviously spending a lot more time on the videos now. We used to. I used to make a video every single day I did for. I probably only missed a couple days for a couple years.

And.

Those are great. But trying to come up with a new concept or framework, every single day is tough and it's. It can get repetitive and it doesn't appeal to a wide audience. Whereas, like the video from yesterday, it's been less than a day. It's. I think 26, 27,000 people have seen it. So. But more importantly, I think it's like unique work and something that we're pretty passionate about. And so the team worked very, very hard on it. Terrell, Zach, Stephen. And so they deserve all the kudos. I'm there for that episode we shot for about four hours, so I'm the in and out really fast. But they spend weeks on them and. But when we were there, I think it was the best one ever. I just felt like we. We were meant to be there. I felt like the owners were going to take my advice and actually do it. I felt like they had a really solid team behind them and they're just really great people. And so some of that gets lost when you're trying to cut four hours down to 30 minutes. Just. Just some of the depth of the characters. But if you do watch the video, like, Jake is an awesome guy. He has a really big heart for the community and for his team. And so there was. There were some parts of it where I got pretty intense with him, but it's because.

He. He will. Number one, I believe he'll actually make the changes. And number two, he's just a really, really good person. So fortunately he's coming to conference along with his, his office people and Will, his, his general manager. So really, really, really happy about that. So, yeah, just, just an awesome guy. Obviously has some challenges in terms of not just in the business, but just like with ADD and things. But I wanted to leave that part in there because I think it's important. There's people that struggle with add and that's honestly what's allowed him to juggle his business for 18 years the way he has. But realizing to make it profitable and allow his team to grow and be able to give back to the community, he's got to change some of his behaviors. So it was a great episode. Yeah. Shout out to the media team. I thought they encapsulated the emotion of it pretty well. And we look forward to future episodes. The next episode is coming out after conference. It's actually a roofing company and so it's our first one that we've done outside of lawn care. But it's funny, you guys are going to see it's the same exact principles. It's just now I'm on top of a roof instead of a lawn and so same concepts, same stuff. And I think it's a help. Hopefully it's helpful to be able to start seeing other industries because then it starts to become more.

Recognizable in every industry and including our own. And so sometimes it's just good to like break the framework of your industry. So that way you're like, oh, like these are business principles. These are not lawn care landscaping principles. These are like fundamental business principles that I believe the language of business and the principles of business are pretty much universal. And obviously there's changes in markets, there's changes in industries, but I want to be able to show across service industries and then beyond down the road that it's the same stuff. And we're going to talk about a conference. It comes down to liquidity, leads, labor and leadership. And so yeah, I hope that framework's helpful and I hope that the videos are helpful, but really happy about it. So anyways, that was cool. What else we got? Let's go ahead and jump in. I think we got a couple questions.

Oh, I have to mention this because this is big for me. I don't know what else. Super excited, but it was super excited for me. Pay for performance. The just the mock ups got finished for the next version of the app.

So exciting. Made my day. It's something I wanted to do from day one. It's literally been so four years ago, 1, 2 3, 4. So five years ago, we started doing P4P at the Bellingham shop.

Four years ago, that's when Lonnie started working with us and she helped me build it all in Excel. And that was super helpful because I wasn't super good at Excel and I.

It was really easy to give the all the Excel documents that we created and give it to developers. They understand Excel and it made it really helpful to get like a version one. Version one was brutal. The software that was P4P system.com we actually didn't use it, even though he built it. But I built it for like, it was like minimum viable product. I think I spent like, I want to say five grand on version one. Version two, we built on what's called now I'm blank, Microsoft.

It's an old code base, very, very bad. But I spent like, I want to say 80 grand on it. I'm ashamed to say it, but it got to the next level of like figuring out the back end databasing and things that were not in version one and it started to become usable. Version three, we started a couple years ago and don't tell anyone, but I've spent a lot of money on it, mostly because I just believe in the future is the future. And no matter what we needed to build it for Augusta.

Version three, though, is now what we're building on top of over the past year and a half to two years. And it started off with a freelance.

Developer that work down in Silicon Valley and he would do it on the weekends for me and. But then we start, you know, building out P4P. He was able to grow his team and so now he has like six employees. And so we still use that agency. Oh, did I lose my Internet? What happened there? That was weird. We used his agency. They've been able to grow in scale, so that's awesome for them. But now with Copilot, we can connect the two. And so we have five stages or six stages technically of P4P integration. We have finished four and we're going to hopefully release the next couple days the first four. But the fifth stage is what I showed yesterday. So stage one, two and three, we're basically pulling over user data, rate data and Crew data from CoPilot 4.

Was.

Pulling over how much revenue is expected to be earned by the employee and how much wages they are expected to get in the day. So probably by Monday. I'm hoping, like, we really want to get this out by conference. So I'm hoping tomorrow you'll see this in the app. And that is if they're on a mowing route, not. Not projects, but they're on mowing route for any sort of recurring work. Like if they have multiple jobs on one day, it'll show their expected revenue for the business and what their wages are going to be. And then as they complete jobs, it'll increase their wages that they've earned for the day and it'll just be a number. But stage five is what I showed yesterday and that is being. It's a. You just front end design elements and that is showing how much they can earn in a day on one like thermometer. And then as they chip away at the jobs getting completed, it fills the thermometer and then it's actually going to have a rate. The part that's not on there, it's gonna have a rate. So it's gonna like today you have earned 22.$5 per hour. And then I complete the job, it's like, it'll jump like 24.6. And so as they complete jobs, they'll see what their rate is and it'll be kind of like a thermometer speedometer. But I'm just, for now, it's just gonna be a dollar amount per hour. Like, here's the rate you're earning today, kind of like your speed. So, yeah, I'm super excited. So I think stage four, hopefully, if not tomorrow, Monday will come out and then stage five, the big one, is probably two.

From being completed. And the thing is, for most of us, mowing routes aren't a big deal right now. It's going to be next spring, so it gives us a little time over winter to make sure. We're refining things with integration, but we've been testing it a ton, so I'm pretty confident in how solid it is. And yeah, it's really cool to integrate. It's literally going to open up your P4P app. You put your username and login credentials for Copilot, it'll pull up all your users from both P4P and Copilot and then you just match them like, okay, Mike Andy's and Copilot. Oh yeah, Mike Andy's and P4P. Great. I'm going to link them together so that way if he clocks in on Copilot, it'll clock him in on P4P. And if he completes a job in Copilot, it'll mark that as revenue gained and wages in P4P. So it's really, really cool and really looking forward to develop. I know I talk, talk a lot about Copilot, but like PVP is still something I'm like psyched about because next year I want to make it where they can see how much money they have for this paycheck racking up and they can take money out immediately and it wouldn't affect your pay, your pay stubs at all, like you running payroll. It wouldn't affect you at all. There's several ways we can do this. Several companies that do this with like MasterCard that already has these sort of debit cards that employees can use. And we'd probably let them have like 60 or 70% of their base pay because obviously you have weight, you have taxes, and then if you have like yellow slips and things like that. So we obviously have a throttle on it and you could adjust it. But I think it's been really, really cool. So I was very excited yesterday because like that thermometer, as much as it's just a mock up, represents everything I've been working for with P4P for like four years. And a lot of money, honestly, and time and energy has gone into it and the media has like especially the first couple years, like basically funded that entire operation. So very thankful and can't wait to be able to share with everyone. So. All right, let's see what we got. We got two questions for today. Mike from Augusta in Copilot, what is the process when someone calls in to cancel service, skip service, etc. Sometimes I get a note telling me about it, but most of the time I don't. I have had two recent instances where I have showed up to mo and they said they called to cancel. And when I click into check the client's notes, then it was there. But I did not receive a notification of the communication. So two things here.

If it is a call, they're going to be putting into call notes. Now this is the first actress. Make sure your call note settings are set up correctly. It's texting or emailing you. So if, especially if you're smaller, I'd probably do text messages. You can just change this in your settings, go to where call notes are going and literally just make sure it's texting you or emailing you and it'll notify you.

The problem that I'm having, and we had a meeting about this this morning is there's still a box they have to check to notify you, which means it's now a subjective thing. Do I notify someone or not? And again, we've always had this and that is like do I notify someone? If someone cancels, do I notify the skip? Like you would eventually, as your business grows, get 50 communications from command center day of stuff that you don't need to take action on. I would also say that I would, if I was you probably refresh early, early in the morning because the job would have gone away. Like I'm, I'm wondering if you're printing out your, your route or if you're like screenshotting your route or something. Because they would have canceled. If they would have canceled or skipped, it should have disappeared off your dispatch board. All of that being said, right now I have to, I'm expecting command center to understand and three different systems for every single thing. And it's not good. Zooper, Service autopilot and Copilot. And so like in service autopilot you create tickets and that is an automation in the back end that notifies you. And then there's different types of tickets, some that notify franchisees, others that don't. Then inside Zooper you have customer intelligence, you have office notes and then you have call notes. Call notes notifies the franchisee. In Copilot you have call notes and then you have office notes. So in. It can get pretty confusing for them. And we had a meeting about this morning. Like what are we gonna do with that? But you know, end of October, Zooper's done. So we'll be able to cut that one out next year as we phase out of service autopilot.

Same thing. Like we'll just get way more consistent at this. I have a hard time right now beating people up over not checking that box because like there's five ways to do everything right now. And so, but, but I would say number one, refresh your out in the morning because this, the service should, should be going off of your dispatch board if it's skipped or canceled. Secondly is if someone's skipping a service, we probably aren't going to notify you. Like even if they do call in because we don't want to annoy you as you grow your business. Like if someone's skipping and we like went in change the next visit like from weekly to bi weekly and they skip the service because there's ladders in their backyard.

If you have 10 customers, you would appreciate us telling you to skip at 150 customers a day. You do not want us telling you that because you would be annoyed as I'll get out because you have 40 of those a day. So it's Kind of a weird fine line because like smaller operations at Augusta would like that communication. Larger operations are annoyed as all get out. And so that is just. I know it's a bit of a line there, but we just kind of determined like, hey look, we're not going to remind you every single time because unless you need to do something about it, it's not really necessary to tell you. Now if someone cancels and it's like that your next job, we should be notifying you. But also we typically go talk them out of canceling last minute like that. But this is, this is in the conversation of what we're talking about. And everyone is scheduled. I noticed the other day everyone is scheduled in Zooper to be out by November 1st. I think there was a couple growth locations that needed to get on this though. So if you are in Zooper, make sure you have filled up the form because after November 1st we are not supporting at Command center. I think everyone has though. I hadn't noticed the other day that pretty much everyone's going to be over to COPA by November 1st. Out of Zoover.

Kyle Tarvin or Oklahoma question on winter Service Pricing since we are showing up on a bi weekly basis for winter services where the customer still gets charged the bi weekly rate even though we ended this season on a weekly mowing schedule, would you have to manually go into everyone's account and adjust their pricing to bi weekly and add budget hours to get the correct rate? You're gonna have to do this anyways, and that is, you know, add their recurring service for winter service at a different bi weekly schedule and to a different service like winter services. You're gonna have to go in there anyways and change it. So changing the pricing to bi weekly isn't a big deal. Some people I know will just keep their weekly price and put it into bi weekly for winter services to prevent having to explain to customers. That's fine. That's up to you. I'd just be consistent at your location or locations of how you handle this when you set up everyone's service. And I know that some people have submitted projects to Command center and they're setting it up for you. And then that's one of the things they're going to ask you like hey, do you want us to do bi weekly rates or are you going to stick with weekly rates but then schedule every other week? But in terms of like manually going to everyone's accounts, you're going to have to set up that second recurring service anyways. So.

Cool. I think that's all we got for. Whoa, whoa, whoa. Delete all responses. Very good. All right, I think we got for today.

All right, cool. All right, everyone, Have a fantastic Thursday. One more Mastermind Tool Conference. Let's go. We'll see you guys there. Got some cool stuff to share on Wednesday. I can't wait. Take care. Have a good one.