Mike Minutes Mastermind 10/24/2024

Hello, Augusta Nation. Welcome to another Mike Minutes Mastermind.

This is incorrect. There you go. Cool. All right, things kicked off. A couple quick announcements as I'll switch back to here.

Looks like we only got one question, so if you have one, feel free to fill out the form. It's in the description of the video. I do have a couple quick announcements. Boom. All right, share this screen. There is now a form available for the conference. Now, please don't fill this out unless you know you're going to be bringing people. We we have to make a bunch of reservations this year for our guestination around food, around reservations at Topgolf, etc. So if you know you're coming 110, please fill out the form. But you don't need to do it now. But the reason I'm saying you don't need to do it now is because if you're not sure if your general manager is going to come or your spouse, you can wait. We. You will still be able to do that in December, all the way up to December. So.

There'S no pressure whatsoever. If you want to book your hotel, you'll go to bluecollarsummit.com but on the dashboard, if you just go to conference, you'll see this page. You'll see the full schedule. So obviously, Thursday is all of us, just from 9 to 3pm and then Thursday evening, Friday and Saturday is the public Saturday evening for Augusta Nation only, we're reserving the topgolf, which is a walking distance away from the hotel.

And so that'll be paid for. We have, I think, for a couple hours. The food, all of the booths. We're doing that for just Augusta. So that's that evening on Saturday. If you need to book your hotel, book it right from blue collarsummit.com there's a button that will get you the promo code, which saves like, I think, like 80 bucks a night or something like that. It's a little bit cheaper than last year in terms of the cost per hotel room, but we did the best we could. Tickets. So again, every single location gets two tickets. So if you want to bring four people and you have one location, you will need to buy two additional tickets from blue collarsummit.com so just buy those, and that's totally fine. Okay, now down here is where you're going to sign up. All right, Now I need you to sign up for.

The two. The two that are coming to Augusta Lawn Care from your location, the two that you are represented. And then again, if you're getting More tickets go to blue collarsummit.com One thing I'm just kind of seeing here.

Yeah. So fill this out for every person that's coming from Augusta. So if you're gonna buy a separate ticket, that's fine, but still fill this form out so we know how many people from Augusta are coming. So just to be clear, if you have. You have two tickets, it's included in your franchise fee. Everyone gets charged 500 bucks. That includes two tickets. But if you want additional tickets, I'll need you to go get another ticket on blue collarsometer.com but then I'll need you to fill out this form still so we know how many people are coming for the food on Thursday as well as topgolf on the Saturday evening. Also, put in your jerseys sizes here. We are getting specific jerseys for all of Augusta Nation. So put those in there if you would like one when you come. And they're not my jerseys. Don't worry if you don't like hockey, you'll be okay. It'll be just fine. So fill out the form if you know you're coming. It'll be helpful for us from a planning perspective since we have a lot of different venues. We got a kind of book this year.

Okay. All right, Let me switch over to education.

Okay. This is what I was thinking about this morning.

So Alex has a really good quote. Alex Hormozi. He says the work starts where excitement ends. I think it's a great quote. I've heard it before. Heard it again this morning. It's great.

And so especially if you started this past year in Augusta or starting your business in general.

The work starts where excitement ends. Like, you're going to get excited when you first start a business. It's when that ends. Like, when. When it's like, oh, man, I'm not excited about. This is no longer fun. That's when work starts, and that's where most people do quit. And that's usually within the first three years of business.

And I think it's true, like, in anything, whether it be a relationship or like, if you're getting to know someone, like, the work of building the relationship starts where you stop getting excited. You're not infatuated, etc. And like, the same thing is true with business. It's what kind of what Liz talks about during franchise training now, kind of the. The curve of emotions that happen over the course of the first five years as an as inside of a franchise. But in any relationship. And so one thing I was thinking about this morning Though, because in my, in my workshop, I think I referenced Alex like five times. And the whole ethos, the whole premise of the workshop is actually built off what he told he. Something he said to me in. In Las Vegas about home services. And so I was like, man, people are going to think I'm like some sort of simp for. For Alex. Like, I'm always following Alex and it's like super, super true. I follow two people on. On Instagram. It's Alex from Mosey and my coach, Dr. Kashi.

And I think the. The reason I'm saying this is because, like, I'm sure some people have. You've been told before, like, oh, you just follow Mike Andy's like. And like, you're just a puppet of Mike Andes. Sure, whatever. Like, I'm gonna take whoever's in front of me and I'm gonna do everything, like, absorb every single ounce of value from them I possibly can. And so.

You know, for Alex, like, I have made sure I surrounded myself with the people that are around him. I made sure I've been in contact with him. And that's the only person I really think about in terms of like, getting my information from around business and like, my strategy and like, what I'm trying to emulate. Now, there's obviously other content I listen to. There's another podcast and books, et cetera. But, like, there is. There's a person I'm like, okay, this is the North Star. This is where I'm going for. And I'm going to listen to this person religiously. I think it's really important, especially because there is so many voices. It's okay to hear their voices, get other opinions, get other angles and aspects, like having a North Star of some of that. You are listening to their content, you're emulating what they do, and you religiously follow, like, their. Their content I think is really helpful. So I did that the first five, six years of Augusta for.

Grant Cardone and Gary Vaynerchuk, and now I don't listen to any of their stuff. Not, not that I think what they say is bad, but, like, it does not serve me the way it does. It did back then. And they've moved on to kind philosophies in terms of Gary thinking a lot about Web3 and.

NFTs and crypto and his, like, digital currency stuff. And then Grant very much focused on real estate and raising money and a different lifestyle that I than I, you know, gain value from. And so.

I think a lot of times you'll go through periods of five to 10 years, someone will really, really serve you, and then you can move on. And so, you know, for me, it's been Alex for the past two, three years, specifically. And so whether it be doing everything possible to figure out how to get his coach as mine or really his business partner as my coach, like, I'll do whatever. I'll move mountains, I'll make it. I'll figure it out. And then I've got to be a good enough student for the teacher to want to teach. And so.

I say that because I know people in Augusta Nation will be criticized. Um, and they will. People. What people say about me and Alex, people will say about you. And ultimately, it's like, do you want to win or do you not want to win? And I think that the recipe to win is have a clear roadmap and have a clear, singular voice and direction of where I'm headed. And so that's why I've done that with Alex, and that's why I encourage franchisees to listen to other content, listen to other podcasts, et cetera. But, like, this is the model and Augusta Lawn Care, we are going to grow to $500,000 as quickly as possible. We're going to optimize for profitability. We're going to keep our Crew size under 8 per General Manager, and I'm going to have one general manager make 7, $800,000 in annual revenue. I'm going to profit $200,000 every single year per location. I'm going to share a big chunk of that with my general managers as I scale up so I can be a absentee owner and I can scale that. That's the model. And so I just consistently have seen what has and has not worked at Augusta outside of lawn care, in other industries, in other home services, in other verticals of the green industry, where I'm just saying, why does everything keep breaking here? And I just keep. Actually, I don't. I don't come to the conclusion quickly. Like, I really dove into this a lot this past year in terms, like, what. What is. What is wrong with our philosophy around business? And so when I say, like, the $800,000, the reason that is actually a big milestone in my mind is because it's the number of employees you need to get there. And once it gets over 8, it becomes hard to manage if you start getting above 10. Like, you got to have a very good general manager for managing 15 plus people. And so if we're always targeting, like, oh, you got to build this Million dollar business, you have a $1.5 million, you have a $2 million business. I'm not against that at all. And there, especially once you get over 1.5, you can make it very profitable. But a lot of times people I see go past 800,000 and then burn out and they start adding way more services because they're going after this revenue thing. And so I just, I just want to be clear. Like, that's my philosophy. I know especially because I'm gonna take a very hard stance on this over the next year.

And I know that 5% of people. This is the wrong advice. I rarely will take a hard stance on something I don't think is universally accepted because you gotta be careful who hears things and then they make decisions and it impacts people's lives. But, but I'm very confident for 95% of people, home services, they should keep under eight employees if they want to ever have the chance of being able to run the business run without them in daily operations at all. And if they want to look at the business as an investment. And so I'm going to take a really hard stance on it. And so for some people, if you adopt that mentality, like, you're going to be seen as like, oh, you're just following Mike's philosophy, X, Y and Z. And I just want to be clear, like, I am doing the same thing for the person that is mentoring me, the person that is I am following, and I am making sure I adhere to their business practices. And so, yeah, that would be my recommendation. So you will get that criticism. I've got that criticism quite often around my content. Like, oh, this is just Alex Hormozi 2.0. It's like, yeah, I'm taking what he did and I make it relevant to home services. And I think if we do that, it'll change the industry. So.

Anyways, that was those my thoughts for this morning. Okay. Starting advance for anyone that has to see my golf swing.

Oh, man, I can't wait for the photos that are going to come from topgolf. It's gonna be great. It's gonna be great. I need. I think I did a challenge. Okay, I have a challenge. I will give a hundred dollars, one hundred dollars in cash to anyone that can out Drive me at Topgolf Saturday evening at conference. 100 bucks anytime, any person that can out drive me one single time. Let me make sure this is right. Do we go shot for shot? If you can top my long drive at topgolf. So I will. I'LL hit several balls. If you can top my number, you get a hundred bucks. There's my challenge for the day. Thomas is running Fragrance Lake. That's hilarious. So Fragrance Lake is down in Bellingham. He was gonna run Oyster Dome, but it's getting dark too late. It's dark too late in the morning. So he's. He's running Fragrance. Right. This is like an hour run in Bellingham. Okay, let's jump in. Questions?

All right, Got a couple more came in. All right. South Calgary.

Hi, Mike. How do you negotiate dealerships to get get used trucks? Context. This winter we closed way more customers than I expected, and I'm now running after a third truck to accommodate this work.

This winter, we closed way more customers than I expected and now running after a third truck. Well, that's good. That's a good problem to have. You have so many customers. Okay. Each truck can usually handle 40 houses, but we are at 98 customers currently and have 30 estimates sent in the last few days that I'm doing follow ups on. Wow. Good for you, Guy Ghee. You might want to talk to Dust Justin. He's at training right now and he actually, I think you already have touched base with him. He's also in Alberta and they just joined. They're doing around 500,000 annual revenue and they do a ton of snow, like the full six months. Kind of like you. So definitely would recommend connecting with Justin and his wife. They're. They're awesome. They're at training this week. He only had. We only had one snowfall so far, and usually the big amount of customers comes in November. Okay. So you basically have a ton of incoming demand. So it sounds to me like you're in growth mode because you're thinking about getting a truck and you're not even thinking about like, hey, do I raise prices and try to stick around 90 customers? So it sounds like you're probably going to get to 120, 130 very, very quickly.

Cool. All right, you chat with him. I'll call him. Yeah, definitely connect with him. That'd be a great, great connection with the two of you. And congrats on, on crushing it. I know it's a bit of a slower growth and then now you're crushing it. Good job. In terms of negotiation for used trucks, the problem is you're probably buying a truck that everyone else is trying to get because they're getting a bunch of snow customers right now. Like, buying when everyone else is wanting to buy is usually a problem. Terms of negotiation, especially if the dealership knows that you're going to sell the truck pretty fast, when it comes to used vehicles, the less you need it, the more you can negotiate. So even my brand new car that I got earlier this year, I don't, I didn't need the car. I don't like, it was a complete luxury. So I, I, I negotiated, quote unquote, for almost two months. But really my negotiation was like, hey, this is what I'm willing to pay. And like, they're like, no, we can't do that. Like, okay, no problem. And like a week later, like, hey, I was able to talk to the manager. We were able to go down a thousand bucks. Like, cool, awesome. I'm willing to pay this. And I just stuck to the whole time. And they reached out to me about eight to ten times over the course of two months. And by the end, I got exactly what I asked for. So, and I, which was basically $5,000 off, $4,800 off, and then I got the extended warranty on it for free. So, like, that, that's what I stuck to the whole time. Like, hey, it has to be under this dollar amount, including tax. And if you say in the including tax part, they know you're serious because that's how people like you don't go to a car dealership and like, I need the car for $30,000.

Under 30,000. Because then what they're going to do is they're going to be like, okay, well, really, they know that you have 33, 34, because there's tax and fees, etc. So what I say is, I say, hey, I have X amount. If I can walk out the door for 30,000, including the taxes and fees, then I'll take the truck, right? So you could even just say, like, let's say the asking price is 30,000. I would say, hey, I don't have enough to pay for the fees and the tax and everything. But if you can get me walking out the door for 30 grand, I can make it happen. We were trying to stand at $28,000, our budget, but I'll go ahead. I can, I can scrape together the 30 grand, but I got it. It has to include everything because, like, otherwise I'm just way over budget or just you don't have the money. And as long as you can stick to the story and walk away from the deal, usually you're in a good place to negotiate.

Mr. Anonymous, would you consider selling trucks at your locations to franchisees?

Well, the Bellingham shop right now for Some of the older ones. Yeah. You could talk to Nick about this. If you really are interested in getting a Bellingham shop truck because we are selling like three or four. I will be perfectly honest. These are trucks that have been used for eight to 10 years. They're not in the best quality or shape. But yes, I would. Right now I have trucks to sell like the first time ever. Because we're going to upgrade them all.

I think we upgrade most of them. I think we only have to buy one or two.

So yes, if you would like to buy a very old truck for under five or six grand, probably less than that, probably three or four grand, you can talk to Nick and it even is painted now would I buy. I'm not buying them. So I just want to be very clear. I would not take that deal. Hutch was talking with a business owner has passed 3 million in annual revenue. He seemed grim as we talked about how he feels like the business is now truly a business.

Stating it is not about people. It is not about people, customers or team members anymore. It's more of a machine. And about numbers. I'm curious on your thoughts about this. How do you avoid this do. How do you keep it people focused with scale? I asked if he thinks it has to be this way and he believes, and he believed there was no other way. Have you felt these changes?

Okay.

I first off don't believe this. I think it comes down to how you want to run the business. So ultimately numbers and making money is the, the lifeblood of the business. You have to think about that stuff consistently. Otherwise no one has a job and you have no team. And if you don't pay anyone's paycheck, they will not show up next week and you will have no team to care for. So money's important.

This is in part, in part very. This is actually really small. But it is in part why I do like the idea of having like for example, this three million dollar location. I was talking to someone. I don't think it's the same person. They're doing 4.5 million. And I looked at their P and L. My location that did is going to do like 700,000, maybe 650. 700,000 this year will make more bottom line profit than them. They have. They spend over.

$120,000 a year on every door, direct mail. They have three salespeople. He's. He's thinking about getting two more people in the office for phones. They've been plateaued for the past three years at 4.5, 4.5, 4.8. Because now their churn is equaling new customers. But the problem that he's encountering is he can't scale back and make it profitable because he's inflated his office staff and his rent and his, all his debt. He has like he's paying about 20 something thousand a month in debt payments. So he can't really make it smaller. So what he has to keep doing is paying the engine of marketing to keep enough leads to come in just to equal churn. And it's not like he's churning a ton like it was. It was decent numbers. It was just a matter of 4.5 million. You've got to replace hundreds of customers a year just to stay at the same size. And they've been growing. It's a family business. There's three brothers that run it. And that's usually what I see work really well to grow a big location. You got to have cohesiveness at the top. So usually like you get two or three really good partners or they have some sort of split equity or a really good couple GMs, they can grow a very, very large location. They made less than, I mean percentage, right. 4% less than 4% profit and extremely tight because of all the debt and the overhead. And so I would personally, and I didn't recommend this to him because his debt load was just too high. He has to actually stay in business for at least two years at this size because he has so much debt on the business. But man, it's stressful anyways. So I didn't recommend this to him. But in me, for me personally, I feel like if the three of them would have each had eight to 10 employees and had split their very, very large geographical location, they're out in the Virginia area. If they would have split it up, then they would have had, they would have had the connection with the guys. Because what they're facing right now is like a lot of guys leaving. And when they do their exit interviews with the guys, because they're like 50 people, 56 people I think it was. They said people feel like they're disconnected. They don't feel like they don't know who their boss is, they don't know who their manager is, they don't know who's at the top of the org. They feel disconnected from leadership. And, and although there's ways to fix that, by the way, usually that's having middle management. But another, like he can't afford middle management. It's like that, that's not really an option for him. However.

I feel like if, if the three of them would have each had eight to 10 employees, split the location up so they weren't driving an hour in each direction, that the team would have felt more connected to each of them because there would have been general manager with 10, eight to 10 employees below them. And I think each of their locations could have done 800,000 or so in revenue. They couldn't really take that downsize down to like two and a half, three million because the current debt structure. But that's kind of what they're going to probably do in two years once they have this debt paid off. There's just so much debt.

So in terms of this part, to answer your question more directly, Connor, I don't believe this comes down to my opinion. The founder and their ethos. You have to have the numbers. You have to pay people's bills, you have to pay people's, pay paychecks. But if I care about the people, the numbers are simply a means to the end of helping the people, right? So like.

Like, so I always talk about, like changing the level professional in the industry. That's cool. But like, what actually drives me is every single day, like, there are not just my team members, but then owners inside of a destination and their team members and the people that listen to my content that are depending on, on improvement and they need the next step. And so that drives me tremendously. So when it comes to your business and you think about like, hey, how do I not make it feel like a machine? It is simply the ethos in which you lead. So for example, if their mission is to make more money, and that's what they tell all their people, that's fine. I think every business needs to make more money. However, there needs to be a mission. I think a lot of times these businesses, I see they have the goal very clear of making money, which is important. The number one most fundamental foundational thing for businesses to make money. Otherwise it dissolves. The mission, though, might not be clear. And so I think the benefit of being set up a gust of nation is our mission is very, very clear. And I see a lot of times people struggling to find their mission. They might find it internally, but for their team, they got to find something for their team. And so if someone wasn't inside of August Nation, for example, what you could do is you could have your mission being around, like getting the next stage of your career, personal development. You could make benchmarks for like that in your side of your team. What's nice is we have a very easy career progression of like, you can mow grass, you can become a general manager, you can own your own location, and here's the path for it. And there's actually an ad we have for hiring for those that might not know, that actually shows this. When you're doing your hiring ads, it shows like entry level position, general manager, own your own location. That sort of ramp gives people very much clarity and then gives the employee a mission that aligns with the business. And so businesses that grow and are really, really successful and making good profit, even if the business owner is saying this, they have, they have failed to connect the mission of the team with their mission. And so for someone like this, if someone like this came to me, I would be like, hey, why? Like, for example, I know they care because the fact that they even are saying that they feel empty means that they're lacking something. Get clarity on the mission and then ask yourself how does this mission align with the mission of my employees? And then make a program between the two. And usually it means like for frontline team members, it's very much good around education, it's around making more money, it's around getting the next stage of their career, giving them like personal enrichment that would probably give this person some meaning outside of just the money. And, and by the way, when you do this, it actually makes you more money in the long term because you get more involvement, commitment and better culture of the team. So it does self. It's a self fulfilling prophecy in terms of like, it does help the monetary side, but you have to think very long term in order for it to actually make sense financially. Russell Canton from Georgia. Give me one second.

I've been doing monthly billing at the end of each month and I really like the idea of switching to weekly billing for better cash flow and other reasons. I know some locations have switched this year. I wanted to know if you have changed your mind on monthly billing based on other locations. Is this something you would recommend for locations in growth mode, assuming cash on hand being neutral or a slight concern? Yeah, I think it's great. It's totally fine. I would highly recommend not sending out invoices for every single week. I would just charge the customer. That would be my, my biggest thing. I'm not opposed to this at all. So if you want to switch to weekly billing, command center in the billing department does daily, weekly and monthly billing just fine. And so I would recommend now when you charge someone's card and if they're assuming that they are watching their credit card statement. Who's watching credit card statement? People that are more financially tight. And so realize if you're going to an economic recession or if you're serving customers that are beginning to get feel the pain of finances, they are watching their financial statements. And so if they start seeing four, five charges a month, they're more inclined to pause or cancel when times are slower. So that's the only reason I haven't done this, is that during June, July and August, I know I can make the most money on mowing because my crew can get the job done in half the amount of time. And I can keep 80.

And we're back. Okay, sorry, Internet dropped out for a second. I know I can keep 80, 90% of people on the schedule per usual, their same frequency. If I don't remind them too often, that probably drops to 60%, 70% maybe. And I'm willing to take the less cash flow. Good thing to do, which is do weekly billing or daily.

I am willing to do that in exchange for keeping them throughout those months. So I don't have a lull there. And I'd have to spend money on marketing to fill in that gap. That's just me. But from a cash flow perspective, I'm a big fan. I would not send monthly or weekly invoices via email or text. I want to leave those reserved for sales. So that would be my recommendation if people ever will have questions about it, like, hey, here's your link to your client portal. And by the way, you can add the client portal link to your website.

And, and if you're like, well, they don't want to log in, there's a link. If you go on the client profile inside copilot, just go to the client portal section. There's a link that will take them automatically log them into their account so you can text it to them if you wanted to. Like, what might actually be a decent idea is to email them a link to their client portal at the end of each month and be like, hey, if you want to see your invoices, here they are. Or quarterly, even. Like, that would be fine. Just, just the only, the only, only downside is literally the fact that they're gonna see more charge than their card statement. And when times are tough, that's when they actually matters. When like, 20, 20, 2021, 2022 was happening and everyone had tons of money, no one was looking at statements. It was just like, everyone had plenty of cash in their bank, so people weren't looking they weren't as diligent out.

So that would be the only downside. But I don't think it's a bad thing at all. Number two, is this something most locations have liked the results or did they regret the decision? I would say 90% of people that make decision to go from monthly to weekly are happy with it. Based on what I've seen, about 90%. Number three, if I do switch, which process would you recommend? I would like to change in January or before spring rush, but I'm open to the ideas. Yeah, I would. Just. When you're activating customers going to spring rush, I'm assuming you're doing winter services, so you're just going to roll from. From winter services right into mowing. And so you know you're still going to send a message, hey, we're mowing. We're going to start mowing next week, for example, especially the customers that were on winter services. And you're gonna be. We're now going to switch to always pitches the house positive for the customer.

To help you with your budgeting and consistent billing, we're going to now charge weekly instead of monthly. Instead of making it like, all right, from now on, you must. We're gonna charge your card every week. Don't do that. Just simply say, hey, this is a really positive thing to make sure that you don't have any unexpected expenses. We're not gonna charge you on a weekly basis. And if you ever want to see all of your charges and your jobs in one spot, here's a link to your client portal. Like, that would be great.

And I'll just move right into your. Into your mowing like normal. You're gonna get like, three, four, five people respond back like, what I want monthly. And then you might have to call them. I would call them and. And I would just. Oh, Dustin. Bro, bro, bro, bro, bro, bro. Looks like I just made 100 bucks. Dustin. Okay, for Dustin's $200. Dustin. Game on, buddy. Buddy guy. Going down. Going down. Except there's only upside for you in this bet. But, you know, I'm confident. I'm confident. $200 for Dustin. $100 for everyone else. Because Dustin was ballsy enough to say this here, so I look forward to it. Dustin, everyone can watch when you and I do our drive off our long drive competition. Dude. We should make this a tradition. Augusta, Nate. The Augusta nation long drive competition, dude. Dustin, you're going down, my friend. Down, down, down. All right, that's it.

If not today, in the next couple Days, Nick will be posting a thing on the Facebook group. It's already on the dashboard. And that's the form for the coaching program in 2025. We're going to add a few more and there's some really good changes you'll be making to the coaching program. Obviously, Nick picked it up kind of halfway through the year, made several changes, and there's more he's going to be making that are really, really positive. And so the coaching program, I think is really positive for someone to stay, you know, a year, maybe two years in, you're going to get what you need. It's a volunteer position, so you get what you need and you move on. But I think it's a really good intermediary, especially for people thinking about multiple locations or absentee ownership, to be able to see other owners, other locations, other P&Ls, talk to other GMs, huge benefit before you get your own general managers. So I think it's a really good spot for people to be able to learn and grow and then also be able to give back. And I know some people will want to stay longer and that's fine. But we don't expect people to stay years inside the coaching program. It's going to be one of those things you do two or three a week. You do you want to do in 100, 150, though, you're like, okay, I got what I need. I get it. I know how to do coaching calls. I know how to communicate better, talk to general managers, talk to other owners. See, it's just helpful seeing a lot of P. Ls, like, the reason I speak with confidence a lot of times is and be like, why are you so confident? Because I see hundreds and hundreds of these every month. And so it's really, really helpful. So anyways, Nick will be putting the application out or it's already up on the dashboard and he's going to probably post in the Facebook group. So I think he's looking for three or four more. And for the. The coaches that are moving on, we want to say thank you to them. It is a volunteer position, but they do. They come out here and we pay for like the training part, but it is volunteer, so we really, really appreciate them. There's never like someone moving on from the coaching program is totally fine. It is a big commitment and we really appreciate it and we realize people get what they need and they can move on from the coaching program down the road. But he will be posting that and then the coaches that the new ones would come in February or March for training, and then make sure that by spring rush, they're up and trained with Nick one on one in terms of how coaching calls are handled. So that program's getting better. They're making several tweaks once we go into 2025 to be really positive. So that's all I got. All right, everyone, have a great Thursday, third day of training. Great group. Really awesome. So we'll see you guys tomorrow.