Mike Minutes Mastermind 12/02/2024 (Using Trello for Productivity)

Ladies and gentlemen, boys and girls, we're gonna get this party started. I'm starting a little early. Sorry. Your text messages go out to you next several minutes. We're gonna do some Q and A and then I'm gonna do some edumacation, some productivity stuff that I think would be helpful. We will jump into that at the end. But first, happy Thanksgiving. Hope everyone had a fantastic weekend. Today is Cyber Monday. Let's go. Really loved. In the Facebook group, Bryson was sharing some of the text messages. Here he is sending out to keep the Q4 from collapsing, crushing it.

I look forward to sharing some of the numbers across the destination of November versus last November. December is going to be. We're on track to do the same thing. It's awesome. Keep focusing on Q4 collapse. It is. It is. Everyone's crushing it. Like, I would not be surprised if we have a double of average revenue per location this quarter like in. In December. So keep it up. His. His, his kind of hack there was to share a text message from Copilot basically giving discounts on projects that are booked during the winter. And he's getting a lot of response. Didn't sound like I think Dustin Benrick was doing it too. A couple others so highly recommend it. Look at the Facebook group for that post. Let me just go and post.

Facebook group real quick. We will do questions. Looks like there are seven.

And then I will do some training.

Boom. And I'm looking forward to it.

These are things that are top of mind to me currently in terms of the training, some of the education stuff. So I'm looking forward to sharing that with you.

One second, one second, one second, one second.

Okay, that's in Facebook. Now back to our questions. Okay, Present.

Share screen. Jumping in the Q and A. Seven questions for today folks. Let's get this party started. First up from Connor from Hutchins. Connor Hutchins from North Carolina. Piggyback of coach Connor's question yesterday. How would we incentivize office team members then of the 25 people in our team, we currently have one customer success agent then that despite all the good ideas, cost cutting measures and discretionary effort, she provides no ability to earn more. How does CC earn PvP? So CP earns PvP based on efficiency.

And so if you wanted to start tracking this, you probably could at your size, 25 people, you might be able to actually start doing this based upon efficiency.

It's just challenging because.

The extra time, the extra 3 to 5% time they spend having to track it might not be of Use to you yet. The reason is at commencer they have to like we have to track everything. You have software running everything in two, but like you still have. There's a certain level of like entry of ensuring everything is tracked by the minute. So I would do either A based on efficiency or B, I would do it based upon some sort of collective profit sharing across all the locations. If that's what they're kind of managing all of them, that would be something to think about too.

You could also do it based on some key performance metrics. For example, like I just do two or three max, whether that be close ratio, whether that be in the amount of upsells, giving them a percentage of upsells. So for example, I've seen some people do where like in the office we give anyone that collects money for you all that's overdue and about to go to collections, we give them a percentage of it as a bonus. So if someone collects five grand, like they're getting a pretty good sized bonus for that. So you could do like accounts receivable, accounts payable. I'd be looking at those and I'd be looking at close ratio and I'd be looking at upsells. These are discretionary effort they can put in to close the deal, get the money when it's due to you and close more jobs. So I would probably do it based upon those. To be honest with you, if I was you, and that would be your performance pay is like, hey, here's your base and then here's all the ways you can make more money. I would make sure that tracking those metrics or tracking that per person is easy. So if you ever had a second person, it's easier because you don't want it to be a blended average between a group of people. Be like doing P for P for your whole team. That's not fair. Now the performance element is removed. So something like the ability to. When someone collects on someone's account that's overdue now it's easy to track who did that, who closed the job. Like these are things that you can just do a custom field, make a salesperson. You could make this, operationalize those pretty easily and not add huge amounts of friction in terms of admin just to calculate it. So there's always this trade off when you start talking about like even P4P, there's a certain amount of time you spend per day just tracking it. So if you don't have a significant improvement in efficiency, you spend more time tracking stuff.

Two from Vince From Medicine Hat. Hey Mike, when is it a viable cancel a service? We. We currently do snow removal and it feels like it's not worth the effort. This is our sixth season doing it and it has been difficult to grow at good margins. Find good people, do the work. For context. We have a five to six month mowing season where we are. So it's a long period to have no work coming in. I find that snow removal burns me out and drains time and energy that could be spent on planning for the following spring or investing in starting a second location. When do you know a particular service is not for you? I feel like I've put a lot of effort into making snow work and so, and I don't like to use the word hate often, but it become, it is becoming work that I am growing to hate.

Side note, I found when you, when you don't like a service or like specific part of the business, if it starts making a bunch of money, usually it changes your opinion on it. So that's good. On the plus side, this is pushing me to maybe subcontract snow removal and then go all in on Christmas lights next season. Followed by a lower power, I think profit mode in Q1. Then we would hit Q2 running in April when our lawn care season starts after some R and R. Thanks in advance for your insight on this. So first off, I would talk to Justin. How I say his last name. Sorry, I think it's merriment. Sorry, give me one second. I will get this because I think.

Justin, I always forget the last name. How to say it. Yeah, Maidment. Maidment. Relatively new owner in Alberta. I would recommend they use lots of snow. They crush it. So recommend that first off, and he's relatively close to you. Slightly different snow profile between your two locations, but it's similar. I talked to him first. Secondly in how they do their contracting with snow with their employees, et cetera. Second thing I would say is at conference we're going to go over the tracks and we're going to really say like which ones do you prioritize? Like there's a way to do this. Like you got to fill your schedule. I would work in a certain order of operations before you say, okay, I need to add snow. So for example, snow is the third three out of the five and it is the one. Like if you can fill with one and two first, great. Then you move to three, then you move to four, then you move to five. Five is a new service. In other words, Augusta Lights. So if you can fill up before that ideal. So we're going to go over this a little bit conference. But from my perspective, I think you could do both. You could probably just make your snow more profitable and it become less of a headache. And if you could do it more profitably but keep your crew busy using the Christmas lights might help take the edge off so that you are more inclined to just do profitable snow instead of just like you gotta do all of it. So I would a talk to Justin B. I would probably go ahead with your idea of doing Christmas lights but keep the snow and just do only your profitable stuff. The ones that come to you, the stuff that is highly profitable, you enjoy doing that you're like, this is killer good money and not be on the treadmill because it sounds like it sucks life out of you. It somehow doesn't suck the life out of you if you're making really good profit. So that would be my recommendation. Obviously insurance is a big component of this in your market too. If you're paying for insurance, you kind of got to go in, go in to snow more. So that would play a little bit into it. But I think a conference is going to get nailed down for events. The thing is right now you're in the middle of rush, the rush. I don't think you need to make this decision now. You're in the middle of snow, etc. I think this is like let's see how this winter goes, assess, create a plan, then execute it. But I would be like right now you're not going to change to Christmas lights right now. So I would personally I would put this on like what I call the chopping block. It's like it's a good idea now I'm not focused on it.

But I would talk to those people. I would assess this year, look at which contracts you potentially want to keep, which ones do you want to raise prices on and if you what price would if you raised that contract to a certain price, would you actually want be excited about the job, figure out that'd be helpful to figure those things out.

Number three from Mr. Anonymous. I'm curious when you think about refinancing structure, restructuring debt. I currently have loans that are for the business that are about $1,250 per month and payments excluding a credit card. Total debt remained is around 30k. That's not bad fix of 4 different loans with vehicles and equipment. I make the payments easy during the spring, summer and fall, but it's always iffy when we get into winter and is clearly why Q4 is so important. I will make these payments through this winter but it will leave me with low cash going to spring and I will also likely owe money in taxes as well. I'm curious when you think it's a good idea to refinance debt for a lower payment, especially when the business is seeing profits during the year. This is also self inflicted as I paid off two to three loans over the course of the summer. Summer early. Got it. I haven't seemed to learn yet to let these loans get to maturity rather than paying them off quickly when the money is good and available in the summer. Maturity dates on these loan are also in 26, 27, 29 and 29 and we have made principal payments to knock the overall debt payment down in case the math does not Math above. Thank you. This would really depend on the interest payments. If you're able to refinance at a similar interest rate, I would probably go for it. So if you can bring your $1,200 per month down to say 3 or $400 and and extend out the terms of the 26 and 27 out to the 29, do a five year term and the interest rates are about the same. I would be down for this. I'd be a fan of this mostly because you are profitable. You kind of did the misstep of putting too much cash into the principal, which is especially tempting when you're paying, you know, 9, 10, 12% interest on something. You do want to pay it down. It's just a matter if you do it too soon. You run out of cash, run out of oxygen. So I like the move here. I think it's a good move to go ahead and refinance. Assuming you're not refinancing 3 and 4 and 5% interest at 10, 12 and 15% interest. That would be the caveat. Assuming the interest rate is about the same. Assuming you're not paying a huge amount of fees just to start these loans, I would be 100% on board with this. If you can reduce your fixed expenses, you will help your Q4 dramatically. I always like to think as a rule of five. So if I can save $1,000 on fixed expenses, debt is the first place my eyes go. So this is great. If I can save $1,000 in fixed expenses, it is the equivalent of me making $5,000 in more revenue during the off season. So let's assume your location does $50,000 per month during the 3/4 of the year doing great. Q4 collapse comes in doing 20,000. If you can get this 1250 down to 250 by refinancing in my brain I think of the equivalent of getting $5,000 extra per month in revenue. So 25,000. You're getting closer to your break even point because the reason is because your break even point comes down when you reduce fixed expenses. The number one place I'm looking at is debt. So this is why companies like Apple have tons of cash, still have debt is because if they can put this money to use, reduce their fixed expenses by not buying the real estate with cash, et cetera, this is why they do what they do. So I'm a fan of this. I would support this assuming there's not huge amounts of initiation fees on this debt as well as the interest rates are similar if not better than what you have out. I doubt it's going to be better than if you have maturing loans in 26 and 27. I doubt you're going to have lower interest rates than what you have currently on that other debt. But less than 30 grand is not a lot either. Let's assume you go from a 5% interest rate to a 7 or 8% interest rate. That's 3% a year. So that's $1,000 extra a year in interest might not be a bad thing. Do it for a few years. You're going to spend an extra three to five grand in the next five years, but it potentially might save you the next two winter Q4s. From depleting cash reserves down to nothing and stressing out of your mind. I'd say that's a good investment.

Mr. Anonymous, can we get emails when a website ticket has been completed? Some thought something was taking forever to get completed because I kept checking my site but apparently I just need to clear my cash to see the change.

I will see. Let me see here.

Cool. The web team is extremely tapped out right now in terms of stuff I'm dumping on them. But I will check on with this sometimes.

Yeah, I will check in with them and see if that's possible.

Mr. Anonymous, the dump for you ads were are wildly frustrating. They jump straight to create an ad or campaign. I'm over here trying to figure out how to even create a Facebook or Google account. Additionally, I really wish it wasn't just you doing a voiceover of someone else's video. Lots of confusion. Okay so the reason we do this. So first off creating a Google Facebook account just YouTube it. That'd be my recommendation. The done for you ads video is mostly a way to like bridge the gap between just showing the text and the pictures and videos that are working. And so the reason I do that is because I am tracking the video of an employee that does this full time and they know exactly where to go and they do it a whole lot more than me. So as much as I have a decent grasp of how to run Facebook ads, the actual blocking, tackling x and nos of tracking pixels, etc. I don't do that 24, 7. That's what they do. And so when I have them make the videos, that's why I have them do the videos instead of me adding superfluous information. That's why I do the videos. In terms of creating a Google account or creating a Google Ads account or Google Ads or Facebook, Google it. The reason is because I have seen Google change where that button is probably three to four times in the past year or two. And so what would be more frustrating is you watching my video and looking completely different. And so most of what's in that video can be googled and YouTube in terms like where is the button? The part that I'm really trying to share there is these are the videos, these are creatives, these are text, these are hooks that are working. And here's how to set one up. I want you to do 40 of them using these. All these different ways of structuring an ad, their component parts can be moved around to make more variations.

So yeah, usually every year I'll update them. I'll take this into account. I could probably redo it again instead of just doing the voiceover part. But yes, I will take this into consideration for next spring when I do them again.

The og. I don't know who that is, but here we go. Oh, I'm guessing Thomas from Littleton. Curious as to what your long term motivation or strategy is for taking the company public in the future. Can you go into detail on this subject? Yep. The reason is because the amount of money that will be required for robotics is more than I will ever have. And so the ability to take it public allows us to cat to still retain full control, but then be able to give equity. So for example, if you, if you do private equity, they're going to use, they want board seats, they want control, they want voting shares is why almost ends. Ends poorly quite often. If you look at something like, let's just use Tesla, for example, elon only owns 20%. However, if you want something done, it gets done because he has full voting. Like his shares are treated as founder shares or class A shares other names and then versus the common stock. This allows you to be able to tap into funds in the public market, use that to massively grow the business, but still retain control. And that's really what I'm going for. And I do believe that robotics are gonna be huge in this industry. But the amount of money required to do that, it was. I will not be able to do that. And so I believe that by the time we IPO is when the technology for robotics and the cost of it coming down will intersect and it'll give us a good window of time in that 8 to 12 year window to actually capitalize on it because we'll have the backend infrastructure of Command center along with the software of Copilot and the distribution of all our locations to have buying power to be able to actually use the robotics and drive our costs way down. It's the number one cost on every one of our P and LS is our labor. So if we can attack that and do it in a better job, it has to be more efficient. The customer will not pay a single dollar more. But that technology is extremely expensive to people working on that technology. Extremely expensive. When you start talking about lidar and the different types of video processing AI required to be able to do this efficiently, it will require a ton of money. So.

Number two, do you get a kickback from pro shop purchases made by franchisees? Nope, we do not. 100% of it we have told them we want going towards driving the price down. We do not make any kickback whatsoever on any of the.

What'S it called, preferred vendors. It's just true. I don't think we get anything. Yeah, to my knowledge, Lee can correct me if wrong. I don't think we get a single penny from any of them. A lot of them will come come to us with options and we say like look, can you just take our rebate and throw it towards like instead of 20%, can you use 22% off kind of thing?

Kobe from Daphne, Alabama Is it possible have an audit tab in Copilot to view daily activity across all customer accounts, calls, notes to DoS tags, estimates etc would populate as created or cancele throughout the day. The primary need would be to see new call notes. I think this would be would help keep managers informed of what's happening and catch any mistakes and miscommunication between command and managers. Colby, you should be getting a email every single time this happens with the call notes. That's the way to do it now having all in one spot Isn't possible like right now, but that's how I would audit. It is like on a daily basis you just search for the call notes that are coming in and you see what was said, which customer was impacted, and then the name of the. The rep at command center interacting. So it is not. There's currently an audit for the entire system of all call notes throughout a day or estimates, tags, etc.

Number nine. Mr. Anonymous. How would you handle a single father having to call out two to four times a month, same day, because of one of his kids is sick? This is one of my more experienced crew members, but his tardiness is starting to bother me and the rest of the team. We have a small team around four during the regular season.

Okay. So I would first talk to him just openly about it. Like, hey, first off, you're losing on profit sharing. Don't like that. Secondly, the team is starting to be affected and saying stuff about it. I want to support you. I care a lot about your personal life, your kid. I know you're in a situation here and I want to help. I also need to be a good steward of the business. I need to look out for the best interest of the team. How can we bring these two things together?

This might, this might lead to him saying, hey, okay, if it's same day, I'll try to get someone to cover for me at home. Is there someone I can reach out to? It could be a matter of getting some understanding that he then brings forward to the team and explains why he has to do this. And there's some understanding so they don't get resentment and they don't start to think there's a double standard. I think the conversation is important here and then from there, see what happens. Because like he might act, react really weird or bad and then you have take a different course of action here, but start with the conversation with him potentially. He then has a conversation with your team. If there's a matter, it's more a matter of like, hey, I'm sorry, I'm trying to work towards X. I've got to make. Yeah, I'm working towards that. And whether it be daycare or someone else to back him up during that time, do you need to move his schedule, for example, in terms of like, hey, what if we moved your schedule off a little bit more? You came in a little later but you stayed later. What if you miss a day? Can you work on the weekend? That sort of thing and then bring it to your team? That's probably what I would do.

Around four during the regular season. Yeah. So like at, at three or four people you really need someone to cover time on the weekend if they're not going to show up during the week because otherwise that extra burden will fall on the current crew and they will be resentful. So I would just make that as a, as a caveat like when you're under five people if someone doesn't show up it actually is felt by the team in terms of the amount of workload they have to shoulder for the rest of the week. So I would just put the like hey look if, if you, if you miss a day you are on for the weekend like assume it. So Bryson, I'm looking to start spring with three full time people. I've got two that work this season that will be coming back. They're 18 and 20 years old and in the same friend group outside of work. I've got questions on where to source the third. Should I 1. Hire another person they know. They know of one or two people that would be interested in working. I'm nervous that if I hire another person from the friend group and one of them quits or gets fired, it could handle. It could start a landslide effect where everyone leaves. 2 personally purposely hire with a little bit older thinking 25 plus they can get along but not be affected if one of the first two get fired. 3 just do whatever is easier. Get someone working and not work at worry about the outside of work dynamic. I would probably try to go forward number two and then if you were to pinch you go to number three. So I would first try to find this person. You're not in a rush, you got plenty of time. So like put an ad up. Put it up for free on indeed make a post on Facebook and get applications coming. You're in a rush so just don't wait until I load it the week before spring rush to start figuring this out because then you will be pushed towards number one or number three. But I would try to get someone outside the friend group just for the sake of insurance for the business. That would be my outside recommendation. But it's nothing bad about using your friends. It's just a matter of I want that insurance of if one person leaves I don't want everyone leaving.

So I would be looking for someone else. You have months to be able to do that prior to.

Sorry maidment, my apologies. You have months before you actually need to make a decision here. So it can work in your favor. So whenever you have time on your side when it Comes to recruiting, you have a lot more power and you'll be much more confident if you are only accepting a stellar 28 year old instead of being forced to find someone the week before spring rush.

Okay, that is all the questions for the day. Let's jump into some edumacation. All right, this is time of recording. December 2nd. The next four weeks, actually five weeks. I really enjoy. The reason I enjoy it is because you can get a one month leg up on all of your competition by simply doing the work that you would otherwise do. January through November, everyone chills out from Thanksgiving to Christmas and then the week after New Year's, it's, it's an absolute like people just like, oh, we're almost there and the year's almost there. They're kind of calling it in. If you can just double your productivity right now from now till the after the first second week of of January, you will literally be a couple months ahead of your competition. Going in a spring rush. That is back to the question that Bryson put up about getting interviews ready, having applications ready to go, having intro packets ready to go for onboarding new employees. If you actually have to start thinking about that now, you will be ahead of your competition. That will be thinking about that eventually. But they'll wake up in January and February thinking about it. Instead of you already having a plan in place to do it now, this is the time, in my opinion, to throttle it. And that is, yes, we spend time with family, we spend time with friends. There's a lot more public and social obligations. Cool. This is also the time to be able to get far ahead of your competition because most of them are coasting at the end of the year. Then they wake up in January like, oh, like we'll kind of like roll in, warm things up into January. They're all negative cash flow throughout this time of year, but they're living off of the cash reserve they made from January through November. And so I just recommend this is the time to get ahead. This is my favorite time because everyone does go back into defense mode. And this is, in my opinion the best time to gain ground is when your competition is on defense. You go on offense, not just like neutral. Like I'll just like whatever jobs come in. Like, this is the time for offense. Now, one thing I wanted to share, kind of a strategic thing that I've been doing recently and I'm going to share this one. This is a template because I'm not going to share you mine. I have actual boards on this, but Trello is a free tool. It's through Atlassian. We use this a ton for coding. There's a really good book from Jason Freed about how to set up what he calls six week sprints. We do similar stuff in software and that is where you have like six weeks of sprints where you focus on a couple initiatives and then you have two weeks in between of design time to where then you focus on what are you going to put in the next six week sprint. Because ultimately, if you can every six weeks do something big in your business, even as one or two things, you will dramatically alter the direction and the achievement and the success of that business over the course of a year. Think about it. If you have six week sprints, you're going to be able to get about eight different sprints completed throughout the year. If you do eight times two, that's 16 things. If you're 16 things in your business that you changed over the next 12 months, you would have a very good business. It would dramatically change. But the problem is we have a hundred things. We know we need it done and because of that it just ends up on this massive list or reminder or to do it never gets done. So this is my new thing that I am doing. I'm going to show you this as an example. This is not the exact one that I am using. I have one for Augusta, I have one for Copilot. And that is when you have ideas, you're like, oh, this is a great idea. Oh man, I need to raise my prices. Oh, I need to buy this truck. Oh, I need to add the service. Oh, I need to send out a text message blast. Oh, I need to figure out this certain marketing method, whatever. This is the kind of flow that I recommend. Trello is a free tool. You can. It's a mobile app as well as on desktop, like I'm showing you here. And this is, this one's just a random Kanban template, which is usually like basically stuff to do what you're doing and when it's done. Now this one's a little more complicated. You got backlog, you got designed to do, you got doing. I would just nix code review if I was you because you're not doing code review.

You'Re not doing testing either. So you can just collapse those or delete them and they have done. Okay. So really there's just several here. Now design is essentially things that you know you need to get done, but you need to work on what's it actually going to look like. So you create a checklist inside of that task. So the reason I'm not showing you mine, by the way, is because there's specific things I'm launching at conference at the end of the sprint, because my sprint, current sprint, goes from December 1st till January 15th, then we roll right into conference and I have a lot of stuff that's in my currently doing folder.

So the backlog is vintage all your great ideas. My great ideas that you just dump into the backlog and then you grade them. So it's like, okay, these are the ones I need to put in the design, these are the ones I need to actually work on and flesh out. And then I'm going to make a choice as to which ones go from design into to do and actually work on them for the six weeks. Now I have another.

Field or column here on the left hand side of backlog that I call the chopping block. The chopping block is essentially a place where good ideas go to die because they're not worth doing now. And so they're, they're good ideas. They're, they're, they're good and I have plenty of them, but they're not worth doing now and then they need to go on the chopping block. Doesn't mean I'm not going to do them, doesn't mean I'm not going to ever address them. They're good ideas, but they've got to be sidelined to make sure I attack the key initiatives. And I genuinely believe the vast majority of us, we fix one or two or three things in a quarter in our businesses, we would see dramatic impacts. And in order to be able to do this.

The reason I did this is because I have to. I have tons of lists of ideas and things I want to do. But, but it's a matter of like, well, which ones are most important. This is a great way to grade them and then track which ones are. Should be focused, you should be focused on. Even if it's like, hey, I'm only working on my main objectives, maybe only three or four hours a week, that's fine. Does not mean this is the only thing you do. We have to run our businesses. We have meetings, we have operations, we have hiring, we need to keep the crew busy, we need to sell jobs, et cetera. But then what is, what are the key objectives that if tackled, if solved, would unlock 50%, 100% growth in the business. So for example, I've got to figure out Christmas lights, if that's your big initiative. That could be one of the things that's in your backlog. Great. Well, when do you do that? Is not right now. It's too late. That's probably going to be something that in like July, June, July next year, you're going to start focusing on that that can be in a sprint and you're going to get all your marketing collateral. You're going to make sure your pricing is on your range for your. On your. On your website is dialed in in terms of the instant price form. Like you're going to have all these checklist items underneath that that will indesign your work on. And again, I'd say more than half the great ideas I have, quote, unquote great, end up in the, in the chopping block. It's like, that's a great idea, just not going to be focused on it. And so it's a good way to grade. Which are what are the key initiatives of the business, what should be focused on? If I have an extra hour, if I have a weekend that's available for me to work, where do I spend that time and energy? Oh, it's these two things and that's it. So this has been super helpful for me to get organized, not be scattered. Also realize that you can literally drown a business. And good ideas having focus is going to be the thing that actually drives those initiatives across the finish line. Alex has a really great quote. Alex Hormozi or he made a post a couple weeks ago and I was like, I would rather have one bridge completed across. It does far more use and utility to have one good bridge across a river than having 10 different bridges that are halfway across. No one gets across. You're like, but they're all great, they're all good, they're all wonderful. That's good. But if you just get one of them and you actually finished it to completion and did it well, it would actually make a bigger impact on the business. And so I know especially in a community as big as ours, you're in WhatsApp groups, you're in the Facebook group. You see all these like people. This texting's really working here. The Christmas lights are working here. Man, they're crushing over here. They just made 50 grand on snow, so. And so is growing massively. Oh, why? Because they did this. So they had a general manager that was crushing it and you have all these different inputs when in reality, if you can just focus on, hey, the next six weeks, what am I going to focus on? Like one, two, maybe three things that'll massively move the needle and then that's where your discretionary effort goes. Discretionary effort being anything in an excess of 9 to 5. So it might be 7 to 3 or 7 to 5 for you just to run the business operations. But when I'm working in the evening, when I'm working at night, when I'm working on the weekend, when I get to work to the job early, when I don't have anything to do operationally, what am I working on to actually move the business forward? And then being very clear on what that is, instead of looking at a laundry list of 50 things we need to do, you look at the two things that if you actually get done in the next six weeks would move the dominoes down the line far faster. And it's a order of paring down and ranking in terms of priority of what needs to be accomplished next in the business. So that could be doing your hiring docs, your onboarding training documentation. I see several people posting. Max did an excellent one the other day. We actually put it in the dashboard on the academy of how to hire people remotely so you don't actually ever have to meet them in person, especially if you live far outside of your territory. We had an excellent loom on how to do that. What his workflow is that this is the time to do it. Like you have the time, if you've completed that. Bryson, back to your question. If you have, okay, my goal is I'm going to do two interviews every single week and I'm going to be. You will have your person by the time spring rush comes. But like the next six weeks, is that a priority? Or maybe it's next six. Six next six weeks rent, like from January 15th to end of February. That could be your big thing. Like I'm. That is, if I accomplish that, the business will be in a better spot. So that's my little bit of Ed vacation for the day. I hope you all have a fantastic Monday and we'll see you all tomorrow. Take care.