Mike Minutes Mastermind 12/13/2024 (The Cash on Hand Framework™)

Ladies and gentlemen, boys and girls, welcome to the Mike minutes. Mastermind. It's Friday. Let's get this thing kicked off. We're gonna start off a little education segment first, and then we will jump into Q and A, which I have not opened up yet, but we will go through questions and answers afterwards. Before we do that, let me just go ahead and post this link in the face book group.

Today is 12, 13, 20, 24. Boom. Boom. All right, let's get this party started. Today we're going to talk about the cash on hand framework. I'm going to share my screen here on the remarkable. And hopefully this is helpful. This is something that the coaching program will be using next year inside of some of their coaching calls with each and every one of you. But I wanted to outline outlay this a bit. Aha. There it is. Cool. And talk about how much money should I have in the bank? Cash on hand.

Present. Connect. All right, let's see if we can't do this. Good stuff, good stuff. Gonna pull this over there. Okay, so I was talking with our owner, success manager McCready yesterday, and he was saying that a lot of people struggle with how much money should I have in the bank account. Now, obviously, we would all love to have more money in the bank account, and if you don't, that's fine. You can send it my way. I will gladly take the money. Now, assuming for a moment we suspend belief and we all do want more money in our bank account. Well, now I need to suspend this. There it is. Okay, good. Now we're on track.

So in the perfect world, we all have more cash in our bank to be able to grow our business. That's just the easy way to put it. But it is a sliding scale of risk. If I am going to have less cash in the bank, it will allow me to be able to grow the business faster because growth sucks cash. If growth sucks cash, and that is the input, it means the output will be higher. The growth of the business can be greater if I am willing to live on less and have less cash on hand. So the question is, how much cash should I have on hand? And that's what we hope to answer today in this framework. Okay, so I call this.

The cash on hand framework. Now, how I like to think about it is. Let me just make this a little bit nicer. Boom. Okay, so how I think about it is over here on the Y axis, we have cash, Right? If you're not watching this, you might want to watch this one down here on the X axis, we have growth. Cool. Now we have more cash and we have more growth. Now I like to think of this as a quadrant, like so.

Like this. And I apologize, this is not completely refined. I just came up with this with Nick while we were talking yesterday and I thought it might be helpful to share. So here's the thing. I would ideally like to have one month of revenue in the bank, alright? And if you read the book Total Business Turnaround, you know that the goal is to have one month of revenue in the bank account. I'm going to average the last three months. The average of the last three months of revenue is going to be what I want to have on hand. Now what if I have more than one month of revenue in the bank? Well then I would consider this distributable cash. Alright? So when it comes to distributions to your GM or to you distributable cash, we know. Anything above one month of revenue in the bank, I'm going to consider distributable cash. Now when I look at these four quadrants, let's assume for a moment that if this is one month, this would probably be about two weeks, okay? And this would probably be about one week. And it's going to be about three weeks of revenue in the bank account. So if I have low cash, okay, that stinks. That's a negative. No one wants that. But if I also have low growth, that means I have another negative. So down here is a horrible place to be. I call this the 911 quadrant. The 911 quadrant means I have no cash, like very little less than two weeks of cash and I'm not growing the business. Now what does that look like, look like in terms of growth on the X? X? Wow. Michael, grow up. Zero is zero percent growth. Okay, then we have 25% growth. Now this is going to change slightly based on the size of business. I know it affects this a lot. I'm using percentages, but if I use dollars, it's going to be relative as well. But generally speaking, especially if you're past stage two of growth, you're past 200,000 in annual revenue, this is, this will hold, hold true. So if you're above 25% of growth annually, I would say you're growing pretty quickly. Now if you're above 50%, I would usually say you are in.

What we call growth mode. All right? So if you're growing more than 50% year over year, you're in growth mode. Like you can't say you're growing like Doubling and tripling the business. Like I'm gonna go from 500,000 this year to a million next year and have 100%, you know, over. Sorry, it is wrong. I apologize. This is supposed to be 100%.

So if you're doubling the size of the business, if you're going from 200,000 to 450,000, you have more than 100% year over year growth. You are in growth mode. Okay? So once you exceed that 100% year over year growth marker, you are in growth mode. Okay? Now let's assume that we have low cash. So one week of cash in the bank, not very much, pretty low. But we're growing very quickly. Kind of somewhere between this, Whoops, I messed this up.

50%.

To 100%. Okay? Now what we're going to have here is a low cash but high growth. We're going 50, 60, 70% every single year. That's still really. You're growing fast. Like there's no way around it. You're growing quickly. Okay, cool. What about if I have low growth and I have a bunch of cash? All right, so now I have negative cash, but sorry, I have a negative, like not a lot of growth, like 10, 15, 20% growth. I'm over here on the left hand side of the growth side, but I have high cash. I'm making, I'm three, four weeks of cash in the bank. Maybe I'm even up, up above a month of revenue in the bank account. Now all of a sudden, I call this risk averse.

You basically want to hoard cash. You're not really trying to grow the business. You're risk averse. Because if you put that money to work, usually you'd get a better return on it than just stacking aside in like savings accounts. So you're usually very risk averse. Not saying you're just bad. You can be here and technically be in profit Mode by growing 10, 15, 20% a year and just stacking cash aside. That's fine. You're just risk averse. You're not trying to maximize the growth of the business. Not a bad thing. I would, in parentheses, call this profit mode. Okay? So this is not a bad place to be. I would rather be here than down in 911 zone where I'm not growing and I have low cash. All right? Now the kind of the, the best place we want to be at is we have lots of growth and we have plenty of cash. Okay? This is going to be called scale. This is where you have the capital to be able to continue growing. And you're actually growing. So like the marketing engine is firing, you're hiring, you're getting more trucks. Everything is going well in terms of the growth of the business. But you also have plenty of cash in the bank. Okay, that'd be considered scale. Fantastic. So this is the cash on hand quadrant, the cash on hand framework. It should be helpful in terms of knowing, hey, where am I at? And knowing throughout the year where I'm at, right? Am I like here?

You can actually plot this out because we have metrics here, you know. Okay, look, I'm growing like crazy. I can understand why I'm going to be only having two months worth of cash. I'm way over here. Okay, so now what's this? Bottom right hand corner one. This is what I call cash crunch.

High growth, low cash. Alright. This is the bottom quartile. We don't have a lot of cash. We have one, two weeks of revenue in the bank and we are growing 50, 60, 70, 80% a year in terms of our growth, year over year growth. So this is a helpful framework to know where you're at. I plot this out on a quarterly basis. It also helps to know if you're up here. Probably means you're doing some sort of distributable cash with your general manager. You're taking out distributions in the business. Because this is what we always talk about, that one month of revenue average. So very cool. All right, let's move on to some Q and A. A.

Present. Oh, I don't have this one open. One second. Gotta open up the Q A. Boom.

Share screen.

Mastermind share. And we're live. Let's switch this out to be this one. Okay, good.

We got five questions here on a Friday.

First one up is from Hutch, from Charlotte, North Carolina. I find it difficult to do computer work. Deep work, maker time in an open office setting, even manager time. I find things take longer than they should when I stay in the same area. I'm far less productive when there are people around, objects on my desk, or even if there are objects in the room near me. I am most productive for the longest durations when in silence, with dim lighting, no windows, and with nothing around besides my computer. How do you know? How do you work at the command center office without getting interrupted or distracted? Are there key. Are there benefits to you being easily accessible to the team? Does this become a crutch for team members being able to quickly get answers? Do you think the team. Okay, we have a lot of questions here. I'll Keep reading. Do you think the team seeing you work near them has any effect? Of course, if you weren't nearby, your work would need to be better. Your work would need better simply to show the results and avoid doubts of the leader slacking. Overall pros and cons of working a separate office or remotely. Okay, first off, I will say I agree I'm probably similar in terms of like, the general notion here. However I came into this thought, I said, look, there are people that have learned this. Like, if you think of this as like preference versus skill. Like, I think a lot of times people think about work the way that they work as like, this is my preference instead of thinking, oh, this is a skill I have not learned. And when I approached it that way, it kind of changed my mindset on this. So yes, I try to stay focused. And yes, the, you know, an open office, there is downsides to that.

There are also, you know, positives from a cultural perspective for you to be around. People do not walk up to me and talk to me like, you guys have never seen someone interrupt me on a call. So there's certain parameters, like, you know, everyone knows my schedule. It's right here. My slack is literally mikeandys.com calendar they can see it.

Instead of putting like position, I just put my calendar link. No one can book time on my calendar in terms of the team. So the question is, why are you here then? So when there is a need or emergency, I do like to be close to the team so that I can react with speed. Also, I do believe that if I'm going to talk about as much as I do around working hard and putting in the effort and hours, and I do want to show that to the team. Now I still work a four hour, usually in the evening and no one's around obviously. So, you know, is it a crutch maybe? But team members don't come up to me for questions like there's levels, like, in terms of not, you know, who they go to. Like, no one has my phone number. So like, as you grow the business, you create levels of management to prevent this from happening. But then you, it is easier to have a cultural standard in an office where everyone sees the owner doing exactly what they're doing. You know, the way you dress that you start to see people dress the same way. You know, if I'm putting in hours, I can expect other people to put in hours. And yeah, I don't know, I used to think this way. And then I just realized that, like, if other people can figure this out. It is a skill. Like instead of thinking this is my preference, which maybe I do have preferences to work in this sort of environment. In terms of quieter, I do like headphones. I have multiple noise canceling devices. I have white noise, the accessory mode on your iPhone. You can quickly add white noise to block everything out. I do have shields so I can't see anything around me. But if I'm going to expect people to work here at the office and I think there's a huge amount of upside for them to be able to work here, I have tried to learn the skill of being able to stay focused in this environment. And so I do believe this is a skill. I do believe we all have preferences, but we can learn skills. And so yes, I've had to learn the skill of like, how do I stay focused? I do not get distracted with other stuff around and just lock in. And yes, it takes a while. Like, it's not. This doesn't come naturally. Some people are much more, they like to talk and stuff. That's not me. I just got off on it. An hour and a half call and then right before that was an hour long call on Zoom where I was talking the whole time. Like, I don't enjoy that. I wanted to dis. Fragment like, you know, chill for a second. But like you can't, you gotta hop on the next call. So it's just a matter of like, this is a skill and that is something that can be worked just like a muscle can be worked. And so I would personally say, like, if this is something that's difficult and you're, you're struggling to balance having an open work environment so your team is supported more. But then also you getting more work done is a matter of, okay, how can I make sure these both things can happen simultaneously? Well, first off, they don't like, you just set up the expectation, like, if I'm here, you don't bother me. Like, and it's not a bother in terms like you are bringing up less than problems. It's a matter of like, I need to work on these topics, I need to work on these things and make it clear to them what those objectives are for you. And so their objectives in the business might be more clear, like, oh, you got to pick up the phone or you got to do an email, et cetera. If you're not telling them what you're doing, yes, they will assume whatever. And so making it very clear for myself, it's like, look, if, if I'm not doing calls and you know, in operator mode, I am working on this, this workshop thing, or I'm working the book, or I'm working on, you know, what we're trying to roll out at conference. And so being very clear what those objectives are and then them realizing that every time they take moments away from you, it is taking away from the objective. And then ideally having middle management to be able to take out 99% of the, hey, I have a question type situations and then them having a filter in terms of if that's happening enough, you have to let people go if they don't figure things out. Coach Connor, I've been listening to a ton of Dave Ramsey entrepreneurship podcast.

He talks a ton about planned growth and using retained earnings, a percentage of profits to go towards anticipated growth, or putting in your budget to replace things, mowers, trimmers, trucks, etc. For us, how do we go about planning to replace these items? What would you say is a good planned percentage amount of retained earnings should go towards growth? Specifically, I need to replace two trucks over the next 12 months and want to do it on a cash basis. So I wondered if something like 20% of profits should go towards replacement. I think that generally that general purchases like that should be in the budget. Just trying to refine this idea and get reorganized. So really, really dirty way of doing this, in my opinion, is you can take the amortization schedule, divide that out, and figure out exactly what you should be saving every year. So, for example, if your assets all combined right now are $150,000 and let's just say your trucks, you depreciate at 5, 5 over the course of five years, you should probably be setting aside $30,000 a year in replacement costs. Right. So it's like a very, very quick and dirty way of doing it. You could obviously extrapolate the fact that you're going to probably use the truck for 10 years and not five years, you could do that. But to be conservative, you just use your amortization schedule and it's like, well, some things you just need one time. Yeah. But things get broken, things, you know, get stolen, et cetera. So I like to use five years. So I'm going to assume I have to replace everything every five years. So you can just take all your assets sometimes and just literally divide it by five and be like, okay, I need to. As you grow the business, you might have 3, $400,000 worth of assets. And again, this is sellable, not just like what you bought it for, like what they could be Sold for and what you would have to replace them with and then just be like, okay, great, that's my assets. Divide that by five. I should be probably setting that aside each year if I'm going to try to stay cash, like all cash. Right. So obviously Dave Ramsey is very, very much into the cash side of things. Um, and so that's why he would be talking about this.

But, yeah, that's what I'd be trying to do. Set aside that 5, 5, 5 year amortization. So 20% of your assets every year. If you're really trying to stay cash only. I would also say that, like, the question is like, well, what are you doing with that cash for four years while it's waiting? Right. It might be better to actually grow the business market, et cetera, so you can get to capacity, raise prices. And now all of a sudden you're making two, $3,000 extra a month. All of a sudden that pretty quickly can make up for any sort of loss of trucks, equipment, etc. So obviously, he's being very, very cautionary and conservative. There's definitely an approach here that is much more aggressive, that has warrants. Because if I'm just going to save up money for four years, five years waiting for a truck, so I have to buy it, if I would have spent that money in the business, would it have improved the business by 60, 80, 90, $100,000 in annual revenue? Would that have increased my. If I have profit margin 15 to 20% multiplied by say 10, 15 grand of profit times that by those four years now, I made $60,000. Should I really have waited to save that money? Like, that's where the balance to that equation is. I'm not saying one's right or wrong. I'm just saying that's the scale of, like, risk versus conservative spending.

All right, Mr. Anonymous. I may be slower adding locations than I originally expected. Will I be notified if someone is talking to Lee about a location that's next to mine so I can have priority? When do you plan on adding to your personal. Okay, the first question, definitely, you want to keep it on Lee's radar so he actually knows that you're planning on growing. If he has no idea, then, like.

He'S gonna, like, unless they're joining right up against you, you're not gonna hear about it. Like, if it's like an hour away, he's not gonna let you know. Because there's so many locations that are spread out. If there's one in between, we're not gonna let five People know and then wait for everyone to get back to us. But if it's joining, you'll know. But I would say if you have your eyes and something you probably want and let him know if you're like, hey, I kind of want to know beforehand. But no one has first right of refusal. But we definitely try, if they're right up against you, to just let you know in case you're thinking about it. But we can't guarantee anything. So, like, if you're thinking about it, please let Lee know. He tries to keep track of the mapping and etc. So just keep it on his radar. When do you plan on adding your personal Augusta locations? Oh, these are all different ones. Okay. When you plan on adding your personal locations. So originally I was going to do this using my previous regional manager. Uh, and we were actually planning to do it in 2025 and probably do like a big chunk, another big chunk of them. Um, so that has obviously not happened and I've been able to sell those locations. However, my time is not focused on that right now. I think down the road that'll happen when the business is much more cash flow positive and I want to basically reinvest the money and get like a 15 to 20% return. Um, that's probably what I would be doing. Um, but it's, it's a few years away, probably. When looking for the ideal place to start, August locations, what are you looking for? Large metro areas with lots of grass and plus above average wages. Yeah, I'm looking for that. I'm also looking for a low concentration online, like low amounts of good competition online, as well as a growing population. Those are a few of the biggest things. And ideally there's a really good diversification of employment. How many locations do you think it will take for us to be known around the country? So when people move, they are likely already known to us. I think it'll start happening more around 300 locations based upon, like, just looking at the, the demographics of things like what coverage of the United States do we have inside of our territories is what I track. So I think around 300, it'll start making impact. 500, it'll probably become more of like a household name. And then once we hit a thousand, I think we'll actually hit our goal of what we're trying to do with the industry. How many occasions do you think Gus will have in 10 years? 700. That's kind of what I'm shooting for. How many locations will it take for Gusta Plateau and the Growth sort a slow down a lot. There'll be, it'll be choppy growth because usually what happens is the value. Like I think next year is gonna be quite a few locations joining because of several things that we're, we're rolling out and like a couple other things. In terms of just number of locations growing in terms of like then it'll probably plateau for a bit. We've kind of been plateau this past year mostly due to the fact that the solo model, a lot of people just run out of cash and so it stinks. I don't like that. We do everything in our power to prevent that from happening. But you know, and we want to have people that, you know, give people opportunity. However, if you're under capitalized so far to the extent you can't grow the business past $20,000 over the course of a couple years because you just don't have the capital, it puts us in a bad spot in terms of just location number. So that's kind of what we've been churning out. Obviously the solo model is closing down and I want all those solo models that are in, we're investing as much we possibly can to make sure they get through and they get enough sales and leads, etc. But they're just so much higher risk of churning out how many locations. So that's why we kind of plateaued. The last little bit is like we've had churn at the solo operator level. People that just don't get past that 20,000 a lot of times they don't have the money to market or get break into a market. They also are learning the skill of employment employees many times at that $20,000 marker. So that's another skill they have to learn. So it's just one of those things like you can usually get past the deficit of capital but if you don't have capital and you don't have any skills in terms of employment and management, we have a really, really bad spot. And that's what we've seen. It's just very difficult. And you know, if the other 50% of them that have gone on and won and are doing great, awesome, that's why we did the program. But like it's just too much time and resources from the franchise being poured into.

Those, those operators. And so yeah, in terms of plateauing growth, it'll be choppy, it'll slow down I think mostly around after the 700,700 location marker. Mostly just because so many territories will be taken up, but also what's Positive about that is when we hit around 700 is when the value of territories will go up dramatically because people will have to start buying into.

Into buying an existing location in order to be able to join. And once that happens, as I've seen with anytime fitness like the valuations just go up and it makes it very attract also new locations. So it kind of balance itself out.

David Wills from Manhattan Tax, Kansas. I currently only need 20 to 30 mowing accounts to max my asset capacity. If you have the choice to fill the remaining capacity with 20 to 30 million accounts versus one school district account with three different easier to mow properties making up that account paying the same man hour rate, what would you choose? The rub is I actually may actually be able to do both using a mower that isn't normally part of the fleet that I'm considering selling. If I don't bid this and get awarded this job. If I can fill the labor requirement. Yeah, like, you know, in the perfect world, I'd rather have the 20, 30 mowing customers, less customer concentration. Um, again, depending on how many mowing customers you currently have, if you have 200 plus recurring customers already, I'd probably just go for the school district. That's awesome because like it's only 10% of your customers. So even if they did leave, it's not like you're like at 50% of capacity. But if you only have 50 customers, I would be careful with this one because you can immediately get an employee staff up with this extra equipment and mower and all of a sudden they leave and 50% of your of your revenue is gone. So I'd be careful with that.

But I'm also worried by the fact that you're thinking about adding different types of mowers just to satisfy this account. It sounds like you already have it though and you're willing to let go of the equipment if you don't get the contract. That's what it sounds like based on my quick reading here.

So you know, get both right? Go for it. You could push up above capacity for a little bit knowing that you could raise prices. So that's probably what I'd actually do. Depending how many million customers you currently have, I'm going to assume you have like 200 million customers. If you had 200 million customers, I would take the jobs, I would raise your prices and hope that you lose at least 10 to 15 of them and then take on both the contract and the 20 to 30 counts. That's probably what I would do. That way, even if you lost the school district, you would have raised prices and probably bridged the gap of profitability even if we lost that customer and were 10% under capacity. Next question from David is once our current location, 53,000 residents is built up to $500,000 in annual revenue, would it make sense to branch out to satellite locations 40 to 60 minutes away with 60,000, with 6,000 or less residents that are surrounding towns that you can bill more per hour because of the lack of competition for mowing services and tur care or stay in contrate on my current location. If the satellite locations were viable option, it would make sense to rent space for mowers to be stored out at turf care. Traveling would be much easier and more practical. So I would say inside 50,000 residents, you can build easily $500,000 business. You can absolutely optimize it because you have enough lead flow to get it to 800,000, be very profitable. I would then do one, not all. I would not extend my service area. I would go one area that's 40 to 60. That's a long ways away. All right, you're not gonna make any money on these jobs. I would wait to be in profit mode before I do this. But this is the most conservative route. You do this two to three years, you get the business up and then you make it into profit mode. Then I'd go to one area that's outside my, outside my territory and say, okay, I will take jobs in this area. I'm gonna do some marketing and I'm making enough profit on this, my first location, actually put some in marketing and not make any money because I know I'm driving 46 minutes away. I'd get 20, 30, 40 mowing customers in that market and then I'd start a location there. The reason I would start the location there is anyone driving back and forth 40, 60 minutes, you're just never going to make money. Now if you're like, well, I'm going to get a satellite location over there. You can be very easily start to become multiple cultures if you're trying to split one GM between the two or if you even if you're hopping between the two. So I would try to get a General Manager for one and then move to the second one. And if you do that after making one in profit mode and really scaling it to that 7,800,000 level, you'll have the confidence to go to the second one, have a general manager in place, be able to find afford to pay them well, and you'll have confidence that you're going to a market where you already have a full, you know, one person route for the week, you know, 30, 40 million customers. That would be like the kind of ideal case scenario.

Alrighty, folks, I think that's it. I am wiping it out. All right. I hope you have a fantastic weekend. Where is this.

Boom? I hope you all have a fantastic weekend and I will see you on Monday. Take care.