Mike Minutes Mastermind 12/20/2023

Hey everyone, hope you're doing good. Let's go and get things kicked off here.

Don't need my name there. Very good. All right, let us put this into Facebook.

And 12 questions come in. I just saw. Let's go.

Paste Facebook.

All right.

Okie dokie.

See we got first question coming in from Garrett from Glendale, Colorado. We were planning on going through this coming spring rush in profit mode. Assuming we have three trucks by spring rush, do you think it would be more profitable have mostly solo routes or mostly two person routes? We start mowing in April and then May is our busiest month, so we plan to do a price increase in mid May. We are doing this to be more profitable and be able to pay our team members more. My worry is that if we have two person crews, therefore increase labor capacity, it will delay a price increase and delay profitability. My hypothesis that after a price increase from 80 to 90 per hour to 100 per hour, that we can do the following revenue numbers with each option. Okay, so you have a breakdown of solo routes versus two man cruise.

I think you do higher than this. If you doubled like going from solo to two man cruise, you doubling your amount of employees, you're gonna, you're not just going to increase by 50. I think you do a little bit more than that. More like 75.

Okay, this is a very, very long question. I think this is going to be, I'd go over this with a coach and break all these options down. I would say overall, based on just like quickly glancing all this stuff, I think you're probably overanalyzing this. I think you want to think more in terms of.

Like your capacities. Like what is your capacity at three man at three trucks? Right. Well, if, if to be truly at capacity for a truck, they would have two people in them. So you determine, okay, that is my, my revenue capacity if I have three trucks. Whether or not you choose solo or not, yes, you are going to make more, your guys are gonna make more people on the solo side, but not necessarily going to be more profitable for the business because what's more profitable business is that you get closer to your capacity. And so this part right here, I think it'd probably be more like 75. And at 75, adding the extra $30,000 in monthly revenue by adding three team members without having to buy any more trucks, equipment, etc. Could is probably going to be a higher profit for the business.

So I think you're probably adding too many variables in here too to actually have a good analysis by changing how many Crews, you have how many employees you have in each truck and you're, you're, you're conflating three different variables and you're conflating hourly rate. So I would be careful with that. I see that basically what you're saying is like you can raise your rate more and you have solar routes, or you can not raise your rate as much and have more revenue. This again comes down to if you're going out, what level of profitability you're trying to achieve here. If you're trying to be fully profit mode, you're going to raise your price as high as possible. All right? In doing so, you are going to limit a side of profitability and that you will be further away from your limit capacity of what you can get with the trucks. Because technically throwing a second person into those trucks is going to increase profit. But if you're willing to forego that in order to be able to have the guys make more money on P4P, that's a decision you are making. But I would be careful with conflating too many of these assumptions. For example, you're assuming that you're going to make.

Times 6.3.5. So for example, like here, the 3.5, you'd be out with them. With them. I'm guessing that's. I see what you're doing here. That's why that number's inflated. Got it? Yeah. So this is, you gotta talk about this the coach, because this is more a matter of like what do you want if you're trying to maximize profit. There are two competing factors here. One, higher rate is going to mean more profit. However, having a higher rate and then limiting your labor capacity, I. E. Only three employees instead of six is going to have downstream effects because you're not to be hitting your max capacity for assets, which in this case using your example, is like 65,000 by having a second person in the truck. So I do think that you need to go over this with coach and this is more a matter of like what level of profitability mode are you going for? Are you trying to absolutely maximize it or not?

If profit percentage stays constant as top line revenue increases, then it makes sense to max out asset capacity with all two man trucks. Yes, but it won't because when you add the trucks, like your, your profits. Yes. Like again, always getting closest to max asset capacity increases profits. What the question is, do you want that or are you trying to maximize P4P for the guys by being on solo versus not what the, the leap? I think you are making is you will be able to raise your prices higher by not needing to go hire all those more guys and therefore you'll be able to charge a higher price. Again that is true, but you're going to be further away from asset capacity, therefore your profits will be lower. So I think it'll be basically the same based upon what you're saying here. Great point. I think to actually drill into this you'd want to go over this with a coach and I do think you are conflating three different variables which could potentially lead to a lot of extraneous like conclusions that are not true. For example, you are assuming that your asset you have literally twice as many employees needed. If you just increased your your price decrease your price by $10 per hour. I think that's a big jump. I think you might impact your, your, your demand by maybe 5% or 10% but not $10 an hour. Like sorry, not doubling it right? Like you're not going to go from needing three employees to now needing six employees simply because you're $10 per hour less. I just don't. I believe that's a big jump.

Evansville I'm thinking of it so I'm other so I'm thinking of it so I'm sure others are thinking of it. For the price increase of Max is the price increase in full effect for those that have max overnight but not during the day? Just curious. For the half and half on Max. Now if you, if you have, if you're opting into where Max takes your calls throughout the.

Throughout the day like all the time, then you're at the lower rate. If you're opting to having Max take to not take the calls during office hours, I. E. When the office is open it goes directly to command center. That's the higher rate. So everyone will always have max at night. But if you are wanting your call to always be prioritized and answered by a human during office hours, that's when the higher rate is there.

This is from Mr. Anonymous. Will there be a point when we have a dedicated person or team inside of Augusta constantly updating and tweaking marketing information available to franchisees based on data within Augusta. I'm not necessarily talking about a vision doing it for us, but live data on what is currently working, perhaps bi weekly videos on tweaks to make in our Google Ads accounts, what door hangers are working, what referral incentives are really productive, what's the fastest growing franchisees are doing to grow, etc. I know evergrow marketing is used by many, but it would be nice if there is constantly updated information within Augusta. I would love to hear about any plans. The reason I don't make this is because I actually think this would lead many people astray. Because what works for one person will not work for you. And what works for you will not work for somebody else. And so the reason we all crave this is because we are looking for the hack, the answer to get more customers. And what will work literally in one market and crushes like has a crazy low customer equity cost. You can't get it to work for anything an hour or two away. So I actually think this would be detrimental because a lot of people would just run after the next thing of like, oh, like they said, this worked. What is better is you have all of the tools and as explained, choose like five different avenues. Okay, I'm going to do door hangers. I'm going to do Facebook ads. I'm going to do Google Ads. I'm going to do each of them for two weeks, for example. I'm going to have this amount my marketing budget. I'm going to track them all that tracking is important for your area. It could literally be completely inconclusive and false two hours away. And so I look at the Facebook group as the best measure if you're looking for this sort of thing. And as people that, like, give their information of what happened in their market, et cetera. But I have seen this happen. And then people will be like, oh, I'm gonna go do that too. And then the market, it doesn't work. So I would be careful with this. And this is why I wouldn't really like to publish. I would not want to do this because I do think it would lead a lot of people astray. Instead of doing what we recommend, which is test different marketing methods. Like, we tested like four or five in North Carolina. We did Google Ads a lot last spring. Did not work great. We switched over to door hangers and just crushed it. So guess what? Turn off Google Ads. Everything's on door hangers. And that's what we'll be doing going into next spring. But it is coming from a method of you got to test your market and then know that each of these things, it's not what's right or wrong, it's a matter of what works well for your market. And so the ability to test and iterate on that and then find the one working and then you go on. It could take a year or two. Like, it took us a Good solid six months to be like okay. We've tested Google Ads. We did every door direct mail. Didn't get a lot from it. We tested Facebook ads et cetera. And it's like okay. Then we hit door hangers and all of a sudden it just took off. That same thing done in a different market. I've seen yield nigh to zero results. So I just be careful with it. It's not it's not to say that it's like bad to hear from other people what's working, what's not. I would just be careful in making a conclusion on your market based upon someone else's. Nick from Marysville in relation to yesterday's question about name showing for clients processor paint more of a reason I think it should only be internal. They did clean up for a long time client today three years they have known me as a technician and she always happy to hear from me. I was on the cleanup and everything went great. Well after hours it was when I got around to invoicing and I go and charge her card for the full amount. I went back on her main profile after sending her receipt and then then remember she put down a 1k deposit is my fault this happened. I missed the credit she applied so now she was charged 875 for the cleanup and she's out 1k. She put down prior to the project and it takes about five to seven days to get the money back to her. Knowing my name is on the receipt I just sent her, I call her immediately to explain what just happened. She's very nice and understands but I can tell she was confused as to why the guy working on her lawn is handling her credit card. All of that to say if my name wasn't attached to receipt I could have saved face and sent email or text from the office team explain the mistake I get. I am the owner and I take ownership like I did in this situation. But I look as a tarnished reputation with the client as I am going forward which cause which will cause skepticism and possibly affect future sales going forward. I really believe it does not it does more harm than good. As soon as it gets bigger and I am less of a technician this will become irrelevant. So it's only a smaller businesses that could be an issue for for the record I100 track on the internal side. Thank you for hearing me out. All right. Thank you.

Kyle Tarvin Moore, Oklahoma as the businesses grow are you ever tempted to step back into daily ops or do something to make you feel needed? I'm finding Myself wanting to be more to be involved when I know I shouldn't be. Once a GM takes over a location or I hand a task off to someone, thoughts or tips.

Yeah, I'm always tempted to step back in. I just don't do it eventually. Just have a track record of what the results that brings and it's usually not good, usually not good for your team. So it's like if the coach steps onto the field, it's like after getting plowed over a few times, they start to realize I should stay off the field. And so it's just, it's literally just a matter of reps of seeing the conclusion, like the results of that. And sometimes like when I see people doing it, I could tell them all day long, but I'd rather just like let them get hit a couple times and they'll realize like that's not the best solution. When I say hit, it probably means like a G, I'm leaving. It means a confusion of frontline team members of who's in charge, things like that.

Altar Moore, Oklahoma. This is not a slight. You, Chuck or your GM is just something that came to mind. Please don't take any one take this personal. Do you ever feel vulnerable if something was to happen to Chuck without warning? He has keys to everything, knows every tiny detail about the locations, has access to everything, finances, etc. From my point of view, he is basically the linchpin holding your North Carolina locations together along with coaching, etc. Obviously I know your GMs are great. Just wondering how you would be if Chuck was for whatever reason incapacitated or left. Maybe I'm just not thinking anything in particular, just seeing how your mental headspace would be. This is a fear of mine as we grow.

You will have to get over this fear if you want to grow like as you grow and scale like there's just so many gaping holes of like where you're either going to grow really slow and cover your butt on every single thing and in 20 years you're going to have this quote unquote perfect business or you're going to in 10 years, 10x the business and have some mild gaps with some good insurance policies. So you always are like trying to grow and then you're trying to play defense in terms of making sure that someone did leave or if there's someone does something stupid that you have things in.

You know you have backup, right? It's like I met with my insurance agent the other day, just made sure like everything is like maxed out in terms of making sure I'm covered. Do I have any intention of, like, using it? No, but, like, that's the defense required as you grow the business. But, like, I think most people spend way too much time on this sort of thing, and because of that, they question and undermine their managers instead of just trusting them. Yes, someone will. Someone at some point will misuse the trust that you put in them, but you will not be able to grow of any size without trusting other people. And so.

Like, for example, my admin assistant, I have to let her go getting a new admin assistant for several reasons. Yeah, she has all my banking information. She has everything. But I have precautions to make sure that I can change all my passwords within a couple clicks, I make sure that I have access in certain ways, etc. And I make sure that when I fire them that they're not mad, that they understand where I'm coming from. I set them up for success at the next position. I don't block them or, you know, act negatively towards them.

And in terms of, like, someone leaving or whatever, it's like, I. I just believe, like, in a year I almost. I've never looked back and like, man, if that person didn't leave or if I. If I would only have had this one person, like, the business would be so much better off. It's rarely that way. Like, I'm sure if someone that was key to the organization left, someone else will step into their role and crush it. And if the person that was before them was so great, they should have left the jersey better than they found it. And they should have had documentation systems in place to make that next person behind them more successful. So if you constantly are thinking about defense all the time, you will never grow the business because you'll never score points. And so you can have all the best defense in the world, but if you don't make any points on offense, you're still not going to win the game. And so most people spend way too much time on defense as their business grows. And therefore their business does not grow because growth requires offense. And offense means trusting other people, allowing them to fail. And then you have measures in place in terms of, like, hey, look, you must document things. You got to make sure everything's systematized. And like, having the theme of finding the jersey better than you found it, I. E. Having systems in place, having things documented, et cetera, is important.

Bryce Clausing from Vanworth, Ohio, says Tommy Mello was on Ryan Panea's podcast and he mentioned how he gives equity to his technicians who do 1.2 million revenue and meet specific KPIs. He says this has helped him get a players. He also mentioned how he is scaling by acquisition. What are your thoughts on how this works for his company and if it's a good model for Augusta? Do you believe in any of this benefit? Will it attract more a players? Is acquisition a way you would scale locations? Yeah. So like there's been. Yeah, he has private equity behind him. They gave him basically $2,200,000,000 to go buy out people. So no, I'm not putting any slant or tint on what Tommy's doing. It's just like he has a bunch of money behind him. And I do fear somewhat that the purchases that are being made are overvalued for the sake of scale. A lot of times that happens though, when you have that much capital because to deploy it, it gets inefficient and that'd be my concern.

Will it attract more players having equity? I think that in relation to this, by the way, like they have corporately owned locations, right? So like they have a bunch of locations, they give them a piece of the little, the little each location. They're not giving them a piece of the holding company. Whether or not that gives any sort of benefit, I don't know. I think that if someone's doing 1.2 million revenue, like for garage doors, for example.

They'Re probably basically a business owner. And so if you didn't give them equity, they'd probably leave. The same way if you have a general manager and you didn't give them like a profit sharing and like growth goals, they probably leave too.

Keep in mind, when it comes to location giving equity, if the company's unprofitable equity is basically worth nothing because it's only as good as the business is profiting, because there's no way you're going to liquidate the business in order to give someone a 5% of their equity. So equity is only really valuable in small businesses when it is distributing cash. So if your location is not distributing cash, your equity is worth exactly zero.

And so I also think that.

Giving equity away starts to complicate things.

If it's starting to give being given to a whole bunch of people and they start feeling entitled to it. So I'm not a huge fan of giving out equity. I would imagine this is actually shadow equity. I'd have to listen to the podcast to see what he's talking about. But that basically means that if they were to leave, they actually don't have any equity. And this is usually fancy words of profit sharing. And that is like, if you give someone shadow equity, it's like, look, as soon as you leave here, you don't have any equity. It's like, you get, you get. You have 10% equity in this business. Fantastic. But when you leave, you own nothing, which basically means you're gonna get 10% of distributions. That's all it is. And in that case, I could technically, using that same shadow equity symbol, I could tell, say that I give my GMs between 5 and 35% equity in their location. When in reality it's like, no, you give profit sharing and then I give extra cash bonuses for growth. But because shadow equity is essentially, they have equity in the business until they leave. And when they leave, they have nothing. Because if you actually give someone real equity, that is they actually own a piece of the business, it means that they could go sell those shares. But usually what you're going to do in this case when you have minority stakeholders from a team perspective, is you're giving them shadow equity. I'd have to listen to see exactly how he has that set up. But I would venture to imagine that if someone got equity tomorrow because they're high performer, and then next week they want to leave the company, they're not being able to sell those shares. I would almost guarantee it. That's why typically, going public is valuable, because the quote unquote equity you give team members actually means something because it is marketable securities on the stock exchange. So if you say, hey, I'm going to give you a 1% of this company, now all of a sudden you're actually giving value because they could go sell it to someone giving 1% of a small business, what are you going to do? Go sell 1% of the small business? You know, you can go sell 2% of it. You want my shares in this small business? Like, there's not a market for it. So because there's no market, you can't kind of find a buyer. Because you can't find a buyer, it's technically worth nothing unless you stay with the business. So sometimes when people talk about equity, it's actually golden handcuffs. And that is like, it worth nothing unless you stay at the company. So I'm a little bit hesitant of that as like a team member. I don't. I wouldn't want to do that. And it would. It seems a little bit weird to call it equity when usually it's not. I'm not saying anything about Tommy specifically. I'm just saying typically, and I've heard people throw that term around, it's really distributable cash because they can't sell those shares on any sort of market. So.

Hudsonville Nick Davidson we're considering implementing a policy where employees must clock in for each task. Failure to do so will result in base pay for that task rather than P4P. Objectives 1. Establish routes for collecting vital company data. 2. Document work for potential client disagreements. 3. Foster positive competition. 4. Educate our team on true job duration. 5. Develop skills for future job estimators. Do you see any issues with this policy? Would love your thoughts on this. I do see some problems. So if you try to invert this, you have to remember that if they clock into a job and it takes them longer than base, then longer than budgeted hours, them being paid base pay for that task could actually be a bonus for them. So you just always think about perversion incentives. So a lot of times when people are trying to get a policy to be followed, they'll like throw some weird incentive around it and they won't think about the downside effects. So doing what you're talking about here will absolutely help them. Unless that task they know is going to take longer than budget hours. So what they do, they won't clock into it because they know base pay. So there's no downside for them. So that would be like the perverse incentive that you set up by setting this up. Also instead of what you're trying to do, which is instead of you're trying to use.

Like downside for them, I would rather you do some sort of upside for them, like positive reinforcement. So for example, if, if you do you punch in and out on every single job for the entire week, you get some sort of bonus or you get something like that. I would rather go that direction. And if you want to make a competition out of it, like you know, whoever gets the most weeks where they got all their clock and clock outs correct for the week at the end of the year, you're gonna win like a big thing that looks much more exciting. Do a scoreboard, something like that, that positive reinforcement, I think you'll get better buy in and you won't have to make this weird incentive that has the potential of making them very mad about P4P as well as them gaming the system you made. And then you're gonna have to come back and retract your statement and that will look very, very bad about P4P. Kyle Tarvin more Oklahoma yesterday in the Mastermind you Said you don't necessarily train your direct reports on their roles. You give them. No, I didn't say that. You give them the goal post and let them run with it. How do you go about guiding them to the outcome you want without training or involvement? So I did not say about, I did not say this. So it's not that I don't train them, it's I don't give them step by step instructions and strategy. Right. So it's different. Training is different than giving someone a strategy. Training is.

Kicking a field goal a hundred times in practice. Strategy is that when they are walking onto the field to kick the kick, to feel a field goal, I'm like telling them how to kick the ball and how they should place their foot and like the strategy of making them successful. So it is not that I don't necessarily train people or give them the tools to win, but I am not going to give them the strategy necessarily all the time because a high performer wants to figure a lot of that out themselves. They will train themselves, they will improve themselves and they want challenges. Someone who doesn't want challenges is typically not the highest performer. They just want to be told what to do. And that's fine. You need people like that. There's no diss on them. But for the person that wants more, like in terms of hard things to solve, if you just solve every one of their problems and then tell them what to do, it'll make them very, very unhappy. So training is very different.

And I am involved. Like I am one text message away from being involved with them. And I have meetings and we track metrics and I am looking at every financials and they have to send me numbers, et cetera, but the numbers look backwards. What I'm not doing is like, so this year I want you to do this, this and this. On this month, I want this, this and this done this month. On this. No, I say, hey, look, by end of the year, this is what I want. You fill in the gaps to get there. That's usually what a higher performer wants because they want something hard to work with. Otherwise they'll go start their own business. They'll do something like that because that's something hard that they'll have to figure out. And you can make them successful with less risk inside your organization if you just let them manifest themselves in the way of entrepreneurship, which is like being entrepreneurial inside of the company. And that is figuring things out and solving questions and solving problems without your involvement. And yes, you will be burned occasionally, but Net Net over the course of 10:15. Hey, this is a question from Chuck. Let's go.

I think I was basically finished the thought on that one, so let's just move on. Chuck has a question question regarding copilot and most starting after the off season. If we have our mowing off season set for December through February winter services and a customer calls and pauses Service early, say November 1st due to cold temps, will it restart automatically March 1st with all the other customers who finish out the season?

No, it won't. You'd have to unpause them. So I would recommend you do as just like a precautionary thing is, when you start mowing season, just filter out your paused recurring services and see if you need to turn any of them back on. This is a great point. Great, great question. So what he's saying is if someone cancels mowing service early and you pause their service because they're still three, four more weeks, whatever, and they don't do winter services, do you need to restart them? Yes, you do. If they don't finish out the mowing season, you would need to restart their service. It's not going to automatically go from paused to unpaused to active. So I would recommend still checking at the 1st of March, for example, like, I'm going to filter out all recurring services that are paused and just see if I should turn any of them back on based upon what you just said. And I'd be looking at the offense. Okay, they stopped early. I'm just going to turn them back on. And those are the people you'd be sending emails out to saying, hey, we're starting your service March 1st. Let us know if anything's changed kind of thing. Great question. But it will not automatically unpause them. It will not do that.

Garrett from Glendale, Colorado. This way, one second. Hey, George, question. I just say I want a mastermind with a franchisees. If someone pauses their mowing service, say October 15th, and they're on a recurring service with an off season and then the winter season comes and it comes like March 1st, they're starting to mow, it's not going to unpause their service, will it? Because the off season's over, they will have to manually do that if it was a manual. So if it was a manual pause, you'll have to manually unpause it. Okay, good. That's what I said. Just making sure. Thanks, dude. All right.

Next question comes from Garrett from Glendale. Currently, we have reduced hours to about 25 to 35 hours per week per person with snow cleanups and winter services. We did 24k in November. December will be about 20k and then it will continue to stay steady or slightly dwindle in January and February. We are burning about 3 to 4,000amonth as is and I would imagine that number would grow in January, February if nothing changes. We have about 9k in the bank as of today. I am starting to bid on a 3-5K one second here.

I'm just trying to figure out why you did 24,000 and 20,000 and we're losing 3 to 4K. There must be a lot of fixed costs.

Okay, I'm starting to bid on a 3-7K landscaping project that we haven't offered here in Denver, but that I have experience doing before. Before noon I think. I think you meant joining before joining us to add exclusive project in the 5-25k range. So I feel confident quoting these projects. I am confident I increase lead flow for these projects during the next two months. However, I would be more involved in these type of projects and we'll have to train more on these. We also have to rent a mini skid steer and potentially other equipment which I have experience using but my team does not. Is this a good business decision to make some landscaping hardscape projects in January, February based off our current cash position and my experience in this? Or am I getting shiny object syndrome? Long term, I don't want to be selling these type of projects in the busy season, but I feel like it would help us during the seasonality. I would give you the green light on this because if you're only doing 20,000amonth in revenue, you're already out in the field doing the work, right? So if you think you can take that 20,000, make it 40,000, give your guys full time hours and make a profit during the winter. I would give you the green light because at 20,000 you're still out in the field working. And so it's not going to change anything other than that now you're going to have more revenue.

Pay off, pay your fixed expenses, etc. So I would give you the green light on this. And then what you're going to do is every year your hope is that you don't have to tap into these projects like as soon as you have now. So for example, let's say you do this for January and February. Maybe next year you book enough jobs for like you don't have to do it till the middle of January, then the year after that, like okay, It's February. I got to go do some projects. You'll get some on schedule, and all of a sudden you start building enough to where. Okay, I can. Based upon how many guys of my crew stays on during the winter that determines and judges how soon I need to offer the projects. I would give you the green light on this because at 20,000amonth in revenue, you are already having to.

Be out in the field working. So now it's just going to change, you know, what style of work you're doing in terms of training your team versus being out in the field doing winter services and cleanups. So I would give you the green light, especially also, because you have the skills already to accurately estimate these and do the jobs.

Garrett from Glendale continues. For context. 5 and a half of our cash. 5. 5500 of our cash on hand came from insurance payout today from a total truck. So we only have one truck at the moment.

Oh, I see. You're saying.

Because you have one truck. Okay, that's what. Yeah. Like, that makes it a little confusing because, like, your first.

Your first one was talking about doing, like, 45,000 with three employees. So I don't know if that. Okay, I'm gonna answer this as if you were having. This has to do with this question that we just talked to. Okay, for context. 5.5.

Got it. Okay. So it sounds like to me is you have several employees. They're all working part time because you have just had one truck. So that's why you've been hitting, like that. 20 to 25,000amonth in revenue. Having the second truck, it sounds like, will allow you to increase the projects and therefore the revenues. So I would still give you the green light on this. I'd be very careful with that much cash on hand.

And I can tell that's what's happening because the fact that you're doing 20, 25,000amonth in revenue, but losing 3 to 4K tells me you have a lot of fixed expenses. So whether that be debt or inefficient labor that you're saying, like, they're bumbling along at 25, 30 an hour, maybe you need to let one of them go so they can all work 35 or 40, and then you have them working more efficiently. That might be something you need to consider as well. So this is. That's definitely something to go over with your coach on that one. Papa Pain.

Can we get a brand deal with Copa? I'm paying the same as my competitors, no joke. I have Kenny Vasquez with a veteran lawn shop on Copilot pvp now. So P4P is free for all of Augusta Nation. In terms of co pilot we will retain the price guarantee of 2023 for Augusta Lawn care as people join the feature.

But I will let the people in 2023 that have been with us for eight months, nine months, etc, they will retain that same pricing. And it's mostly because they joined when like it was very bumpy. Like it is out of respect for them and what they've allowed us. They have allowed Augusta to be much better off joining by going through all the bumps and the bruises the past eight, nine months. So but in terms of P4P, it's free for all of Augusta Nation and it we will never charge for it. Whereas for competitors they pay 200 bucks a month and that will be going up.

Delete all responses Again, like when it comes to Copilot the goal when it comes to Augusta is not necessarily getting discounts. It is exclusive features that we want. So there's several things we have on the horizon that we will only do for Augusta and if I start giving discounts out we will not be able to financially make sense of dedicating dev teams just to building Augusta's features. And that's what I want. I have it all segmented out in terms of how much we can bring in from Augusta for copilot. And I know when that number hits a certain amount I can literally get full time devs to do stuff just for us. So I'm expecting that to be like middle of 2024. That's when it'll be like okay for example the QR code thing I think we can crush that is like anyways like the connecting being able to connect max on the phone. The instant price quotes on our websites and co pilot will be only for Augusta and that them all talking together will require significant amounts of development. And so us saving 10, 15% is not going to be moving the needle for our businesses where if I can say like hey this makes sense for us to actually have a team just building stuff for Augusta that is gonna we're gonna kick butt because we'll have those three intersections. That's really the focus. Let's see. We got some comments. Come in.

Steve Mo is watching. Okay, tell them you're short staff because of the holidays. So you were trying to help out but funnel the ball. I don't know who this was. Sorry Chuck is you can create to do after you pause the service to remind yourself to unpause the service to the start of mowing. This way you don't forget who needs to unpause. Yeah, you could also, when you.

When you make a call note too, like if you wanted to, you can make this as a call note that they. And then set yourself a reminder. So you can, if you want to kind of hack the system on this, when you do a call note, you could just set a reminder and then have it remind you to turn the. Turn their service back on. Just be careful because if they ever actually cancel, that reminder is still going to be on the calendar. So be careful with that. But you could do that.

Could CCD to do like Vlad mentioned for us, someone. Yeah. So, like, the reason I would not right now say that we should do this for Command center across the board is for what I just said. And that is if someone pauses, okay, mark them as pause. Set a reminder for them to get restarted. What's going to happen is we're going to come to that date. You're like, oh, there's a two. I got to restart them. You're going to restart them. And then now, because if they cancel, you're not going to immediately think, oh, I need to go see if there is a reminder based upon them pausing and cancel that. So I would personally, if I was you, we are trying to set up an automation that will alert you whenever something is paused. If you wanted on your end to set up a reminder, that'd be fine. I would, if I was you, just simply set a filter of all paused recurring services. When you come up to starting mowing season and literally just go through them really quickly and be like, okay, office note. Okay, they were paused two weeks before end of mowing. Let's restart them. Okay, this person canceled in the middle of winter. Let's not restart them. I would be careful with that because we will have a lot of unhappy people. If you start mowing someone's lawn, they're like, I canceled two or three weeks ago. And it's simply a matter of you didn't take the reminder away to restart their service because actually it's a separate thing. So.

I do think that down the road, what we could do is when you, when you pause a service, we could have a similar reminder then and not be associated to the call notes.

And then if it was canceled, then that reminder would go away. That makes sense. But that would be a feature request. So.

One second.

When pausing.

Recurring service.

Offer.

Reminder.

Like call notes.

But delete. Yeah, delete reminder. If recurring.

Series is canceled.

Feature request has been completed.

All right, I'll add that one to the other one that we have, which is setting the automation around when a service is paused just to send out a reminder, or an automation that triggers off. So that way Command center doesn't have to leave you a call note for every single time that happens. So. All right, everyone, I hope you have a fantastic day. Happy Wednesday. Have a fantastic rest of your evening. Sorry for being a little bit later than usual. I like to get caught up in the day.