Mike Minutes Mastermind 12/15/2023

Alrighty, ladies and gentlemen, let's get this party started. Back in the office. Let's go. Had two turnarounds done. He went pretty good. Let me go ahead and just put this link in here. What?

Why? Dude, Streamyard just changes stuff and then they don't tell us, and then I can't post this. Sorry, Facebook is giving me a problem putting this link in here. There it is. They make two posts now about it. Okay. And we're live.

All right, let's go ahead and jump in. Present this morning, I was looking for.

This video. I know I have it somewhere. I just don't know where it's at. Is a video I made to myself a couple years ago when I wanted to quit. And I don't know where it's at. I thought I kept it somewhere, but I'm really bad at keeping stuff. I usually get rid of stuff both digitally and physically, so I'll try to find it. I was going to share with all of you in today instead of doing the mastermind because there's only one question, but I could not find it. But it was basically a video where I explained how hard things were, talk about the finances, and I basically said, like, I think I should quit. So I remember knowing, like, in the moment I wasn't gonna quit, but I remember, like, I should document this. And I did, and then made a private video. And now I don't know where it's at. So anywho. All right, let's go and jump in. There's just one question today. Let's see what it's all about. We got Josh Short. Joshua Short, Yorktown, Indiana. Two questions. Number one, I have a Twilio account from Zooper. Do I still need that set up for copilot or can I delete that now that we are in Copilot? You can delete that now. We set up your Zooper account inside of or, Sorry, we set up your Twilio account for you. That's why it takes a few days to be able to text inside of copilot. But then that way you don't have to worry about all of the.

Authentication and security stuff that they require. And you're able to.

Because there's quite a few things you have to make changes in there. I think Most recently was the 2P8 authentication portfolio. We do. We do all that for you now. So don't need the old account for now. Number two, dealing with all these turnarounds, have there been any business owners or employees that surprised you and left you with Some new ideas that could help Augusta out. Yeah, we actually have one of the team members from a turnaround that quit their job and is going to be working at command center. That'll be interesting. So they're moving or they're going to be working at Augusta soon. So that'll be cool. But in terms like learning things. Yeah, like you always learn stuff and new ideas. Like right now, for me, kind of right now new ideas are kind of on pause because like a lot of big objectives we're trying to push through. And so I gotta put new ideas on the ice a little bit. I look forward to like middle of 20, 24.

To be able to actually start thinking about new ideas and how we can improve things and tweak the systems. But right now it's like we all need to move into copilot. We need to nail the spring rush at command center and I need to get copilot to be able to be as smooth as possible for everyone moving over from service autopilot. That's like all I care about right now. And then next year, middle of the year, we'll have the infrastructure to actually be able to.

Make changes and improvements. There's a lot of stuff that we will be able to do now because we actually have control, but it's a little bit on the ice. Just because they are in need of your help on the business side doesn't mean they have new ideas that we could implement in our two hour systems. I also understand that you get a couple hours with your business, but I was curious. Yeah, like there's things that are good ideas that I see.

Ultimately though, this is why good ideas actually don't make a great business because they are in need of a turnaround. So like that's why it's like, oh, it's great. It's going to change my business. Like we always think that as business owners, like I think the same thing a lot of times. So when in reality it's like there's some very basic core elements of a business that if not checked, regardless of the good ideas had, the business will still not make money and that's ultimately failure. And so.

Yeah, I do see a lot of good ideas though. And things like, oh, like this is a good idea, this would be a good idea. But because it is such a short time, typically it's like I just put that in the back of my head and it will eventually come out. Like I said, probably you'll start seeing stuff next summer and I'll start like running stuff by The Financial Advisory Council in terms of what we should do for Augusta, in terms of some of these ideas, etc. But most of the time when I'm there, it's a matter of the ideas are not the issues. It is more core elements of like focus, finances, marketing and like very, very core elements of.

The business. And it's the same stuff that we talk about here in terms of like I will see someone spending a bunch of money on specific thing like marketing. I will see their, their labor is way out of whack. Like for example, yesterday the individual I did the turnaround for, you'll see it in rough cut lawn care. It'll probably come out next month.

Literally like his efficiency score for his team members was.

Was like, like the amount he spent on marketing was literally 100 of his. What he was making essentially. Sorry. On labor. On labor.

So for every dollar he made, he spent $1 in labor. Like literally. And so.

Encouraging someone to go back to solo, get Your rates from 60 back to up to a hundred dollar per hour where they should be at for hardscaping and then adding, adding employees later on down the road so you can actually have a correct efficiency score is important. It's like having budget hours divided by clocked hours is like the fundamental element of what we do in this industry. We sell labor, our entire business is how do I take $20 worth of labor, add supplies and systems, materials. Actually not even materials because labor. Right. So you're literally taking a 20. How do I. Some of that. Like this is the whole business model of lawn care and any home service is you take a 20 per hour person, their labor, you add equipment and you add training and you're able to charge eighty to a hundred dollars per hour. That is our whole business model, the entire thing. And so if you're, if you're taking someone's $20 labor and getting 20 for it, you have a broken system. Like we got big problems. But like that is the, that is when you tell what labor based problems businesses. That is literally what we do. If you, if you actually boil it all down and I, I was thinking about this last night. I was, as I was on the flight back and I was typing up some stuff for the book and I was like, ultimately like the, our business model is so simple. It is literally.

Take a $20 per hour labor, add training equipment and tools. They should be able to produce now $80 per hour. That's it. So.

Yeah, all right. That's all I have for the day. I hope you all have a fantastic weekend, and we'll see you guys on Monday. Take care of.