Mitten Mowing | ZERO TURN Season 2 - Episode 2

Hey everyone. It's gonna be a very different episode of Zero Turn today because I don't have Josh with me. I'm gonna be doing this all vlog style, just camera to face, just like this. But we're gonna be going and visiting Mitten Mowing Robert and Vicky Tidwell, just awesome people. I know you're gonna love them and I hope you can learn something for your business on how to make it better, make it grow, and make it more efficient. So I'm in Michigan. It's actually just past midnight right now. My flight got canceled going into Flint, Michigan, so I had to go over to Lansing, Michigan and I took an hour and a half drive. Now I'm in Clare, Michigan. And then tomorrow morning, or I guess later this morning, I'm going to go over to Mitten Mowing just a few minutes from here at the hotel and show you around. So I look forward to it. And I hope you learned something today.

Sam.

I don't really know much about.

Takes a while to really learn.

It's really overwhelming.

It totally is. So don't feel bad. It took us probably like, I'd say 12 to 24 months before we were good at it. Okay, so before we kind of. I kind of jumped into a few things. What's some of the things that you have. You mentioned you have already have automation. So you're not really using a whole lot.

We're not using it at all. We have it. We are not using it.

Not using it, no. So see here, so is it usually like one a day or so that he's sending out, like in terms of estimates?

Well, it kind of fluctuates.

Yeah, I guess so. Because he'll get. It just depends when he gets them.

And there really is no organization. There's not. There's not really any systems for anything.

Right.

I mean, I won't lie. There's just not.

Yeah, but on the other side too, like part of it too, just generating the revenue right now. Right, right. Because when, when you start doing the systems and like even trying to make it more efficient, if there's not enough for you to kind of dig your teeth into, it's almost like you can create all systems in the world, but if you're not actually saving money because of it, it's tough to continue doing it again. You lose the dry when there's nothing like to really save on. But like from.

A revenue standpoint, because he was saying like this year your goal was 300. He thought maybe 250 this year that's.

Where I think we'll land.

Okay. And so right now, you're not running expenses through essay. You're doing that through Excel, he was saying. And then.

How is that working? Is that pretty good or. He mentioned the QuickBooks issue.

No. Yeah. So I have to try that again. But even with the expenses, I mean, nothing is tracked. Like, right now. Like, everything is ready to, like, it's all added up collectively, but nothing's tracked.

Okay. Okay.

We started off, like, this spring, and I was working up at the school, so then I stopped that, you know, to come home and do this.

Right.

But then we had a lot of, like, family health problems and things, so it kind of. It just wasn't time. It just kind of ended up. So everything is just kind of snowballed into this, like, big mess.

Right. So right now you're working part time at the school. Is that right? Are you working full time there?

Yeah, I went. I went back to school this fall, so I do that about 30 hours a week. And then I also have two cleaning jobs I do as well.

Okay.

So I try and I do everything, and then I still have time to do, like, the basic things like payroll and send out invoices and things like that, but.

And then you're answering the phone too, right?

I'm not now that I went back.

Okay.

Yeah, but he's kind of. Because we don't have a lot of calls right now, and we're pretty much full as far as cleanups and things, so there's not too much for me to have to do with that.

Okay. All right. And in terms of the mowing versus the landscaping, how do you feel like, from a financial standpoint? Where is it a wash on mowing?

No, I don't think it's a wash on mowing. I do think, though, we have. We had a huge commercial client, and we. We have a lot of apartment buildings. We have some of their commercial buildings. But I just think that the margins that they're willing to give and the amount that we have to drive to get there, we just figured it out, and it's just not worth it. So we did decide. We talked to them about that, and we decided. We told them that we were not gonna come back next year. That, you know, for us, it's just not. You know, it's just not profitable.

Right.

And they understood. They were really nice. But that is a big chunk of money. However, we think if, you know, if we stop doing those, we don't have to be as far spread out, and we're just kinda. We're gonna drop two of our areas and just come back to kind of the local couple areas. And I think that will be more profitable that way, so.

Okay. Which might. Might affect revenue top line a little bit. Like if you cut them out kind of thing. Is that what you're saying?

Yeah, I mean, it might, but I think that because right now we were saving landscaping, you would start a project on Saturday. So a big thing for us was overtime just killed us. And we tried really hard to find people, but it just wasn't working out. So the amount of overtime was just a. I mean, horrendous. So we figured that we're gonna actually leave days in the week to be able to do that and only mow certain days. So I think that, you know, we should come out like, I think pretty good.

Okay. Okay, cool.

And he's been doing the scoreboard every day since we talked to you and that has been really helpful and it's been really eye opening for us in like very, you know, not great way. But it's good to know. Like, I like seeing the numbers and it's awesome.

This on each person too. Yeah. Yeah. Like I look at these and these larger ones. Like there's a really low prices for that.

Yeah.

Because for example, if you have a $22,000. A 22,000 square foot lot and it's $40 per week, you charge $10 more to double the size of the property. Yeah. Which like, for $10, like if. Unless it takes 10 more minutes, it should be like almost double the price. Yeah.

So I mean that's. But we do know we have to raise them. We are a little afraid of.

Right.

We'll land. But I, I think there's other people out there doing that. At least I know there's a couple other companies who are. Or higher like us. So.

Yeah. Like, I would, What I would do if I was you is I don't know if you have some like friends. Friends or family around that you could get quotes from other companies. Have you done that before?

I think we did that when we first started.

Yeah.

From like one or two.

I would do like three or four.

Okay.

And try, try to get like. Because I have a feeling. So I know. For example, like, I always recommend that your BI weekly be 50% more than this.

The bi weekly. Yes, we have. We've talked about that. And we are. We are not doing that like in the spring, right?

Oh, yeah, we're doing. We're the same boat. We had the same thing happen Same thing happened to us this past spring. We had this really fast spring, and we allowed bi weekly. We've always allowed it, but this year it just so hard. Yeah. All that rain.

Yes. So it was. And then I even. There's a young couple that has a business over in Midland, and sometimes she'll call me and talk to me about some things. And we were talking about that, and they had the same issue. So I was kind of telling her what you were telling us or the video we were watching is that you just either have to cancel it out or make them be weekly until it's actually an acceptable time to be bi weekly.

Yeah. So even if you said, like, hey, it has to be through May, for example, you have to go weekly, we're.

Gonna be really hard on that this year.

Yeah. Like, I would say if you're gonna raise prices, if you feel like this one's gonna be a tough raise, I. I would just at least raise this one and then force them to be like, hey, look, you're mowing 65 bi weekly, but you could go to 50 weekly. Right. And so. Because then you will push them into the weekly service, naturally. And so you can just kind of penalize the bi weekly people. Yeah. Because if someone just wants their lawn, like, cut, they're gonna always go for bi weekly.

Oh, yeah.

Because only $5 more.

You can tell the people too. Who. Well, could you even do it monthly? Yeah, they try really hard, but yeah.

And we allow. We allow people to go monthly.

Oh, do you?

Yeah, we just add a lot more. Like another 50%.

Oh, okay. Because we just totally, like, shut that down. Like.

Yeah, yeah. Look, during July and August, there's some lawns that won't grow at all. Hardly. Where we're at, that's our hot season. So, like, they will. They really only do need it monthly. But we will go, like, if they're charging, we're charging 40 for weekly, this would be 60, and then the other one would be 80. Like, monthly would be 80.

Okay.

Yeah. So, like, we're always looking for at least 50. And how you want to present is not like, it's not like it takes you way less time as much as, like, there's a discount for more service. The same as if you'd go to a store and buy two computers. You expect like, the second one to be some sort of idea on. Right. If you buy more services, you can really present it to them as a discount. Like, hey, look, your lawn is gonna cost $50 to mow if you go weekly. It's gonna cost 40, right. Per mow. And so making it more like almost a discount instead of. It's like a bigger. To go buy. To go buy. These numbers are pretty low for mowing. You can see the square footage is kind of their range. If you look at 22,000 square foot, that property on a weekly basis can get $40 per mow, whereas literally twice the square footage, 44,000, is $10 more per week. And so $10 more for $22,000. 22,000 square feet more of lawn is pretty low in terms of.

Pricing. And so on those larger mows, it's gonna be very difficult to be profitable, especially if they're not. It's not a tight, dense route. So just looking into that. For example, if someone thinks they're worth 15 bucks an hour, and, you know, I want to give them the opportunity to make that. It's just that they're gonna have to make a lot of money for the business. Right? And so, like, even if you did something like, I was thinking something like they got a dollar more power if they hit, like, over three, for example, but had no callbacks, for example. Right? Because, like, if someone's skipping, like he was saying James does, then it's. No, you can't just give it based upon the scoreboard.

What do you do, though? If you go up the following week and you feel like the work had not been done properly, what do you do at that point?

Then you take it away. So, like, because we're doing strictly pay by performance, which means, like, there is no.

You have switched totally on that. Okay.

Yeah. They no longer have an hourly rate. And so that's a step. Like, that takes some time. That takes, like, a big commitment. And it would be tough if you're not full time in the office, really. But what you could do is, like, a hybrid of that, which is because you're already tracking the numbers. You're already tracking your scoreboard. If you gave some sort of a bonus that could be taken away based upon that daily rate or that daily, like, production. Right. But then it could be taken away. So, for example, if they go the next week and there's a bunch of weeds and then no one pulled them, that just goes back into whoever. No. And just takes right off of their paycheck.

So do you kind of do that on, like, a monthly. Do you pay that?

You could do that. You could do that.

Make that work.

You could do that. Like, we do it. We do 100% pay for performance. So, for example, if someone Shows up and their weeds. There's a bunch of weeds. We're literally gonna go back in that person's paycheck and take money away from them. Not just a bonus, like, we're taking money away from them.

Oh, okay.

And so.

It can get tricky, huh? It does get tricky. And so, like, it took us a long time to figure out, like, get all the little details right. Because there's a lot of, like, well, what if someone, like, leaves the blower bag full of clippings, and then next day someone comes on somebody else's time. Someone else's time. Right. And so all of that had to be kind of, like, slowly kind of figured out. But I do think there's like, a hybrid, like, because that takes a while to kind of switch everyone's mindset. But that being said, drive times get shrunk really fast when all of a sudden they're getting paid by performance.

Well, and that's something that we've been trying to keep a better eye on as well, because the stops on things. And sometimes I'll check the GPS or just what they have on service autopilot, and I'm like, did you get gas today?

No.

Okay. Well, you know, we can't stop for drinks every morning. Like, you gotta come in before work and get those kind of things. So I can see where that can be helpful. I just.

It's a big commitment to go all paper performance. It really is not easy, however, I think, because he's already doing the numbers for the scoreboard.

Yeah.

So, for example, if you're like, okay, look, right now our average is, say, based on, I'm seeing like 2.5, 2.6. Anything over 3, you know that you have 0.4, which is like $9 per hour. That is more beneficial to the business. Because a 3 versus a 2.5 is like, you know, 8, $9 difference.

Yeah.

And so, you know, you could make something, I think that would give them incentive to beat three, and that would still then. Cause in order to get that, they have to skip the gas station brakes, you know, not being there. Because, like, what I found is not so much the gas station breaks for our guys, because our guys are really good. Like, I was pretty proud of them. Even beforehand, they wouldn't stop making stupid stops and stuff. But it was the 30 seconds to a minute on every stop, before and after on their phone.

Yes.

Right. So, like, you would pull up to a job, they pull up the job, and the doors don't open for a good 30 to 60 seconds. Right. And then when they get back in the truck, same thing. It's not like, stop out, go hop in, run. It's, you know, park on the phone, send a few text messages, and then hop out of the truck. The thing is, when you make their pay, this is how I kind of look at it. It's like, until it affects their pay, they don't care. Most of them will never care unless it affects their pain.

I know if that's how it was for me, like, I would.

Yeah. Some people, like, they want to buy into a culture and, like, that's enough for them. But for Most people, like, 99% of laborers, if it does not affect their paycheck, they do not care. It makes sense. Like, until it really affects them, if they're not buying, like, the mission of the business, which you can't expect them to, they're just, you know, they just might be showing up for a job. But until you incent them to do what you want, which is to be efficient, like, everyone talks about, like, buying better equipment to make things more efficient. Like, if someone asks, you know, for mowing, how do you make it more efficient? Most people, like, you know, types of mowers or, like, even, like, going trailerless setup or whatever it is like that. But the biggest efficiency is the labor.

Yeah, of course.

Like, and it's so phenomenal how much they get more efficient when you start tying their paycheck to what they're doing. Yeah. Like, even if it's small, even if, like, it is a dollar, two dollars per hour, if they get over a certain number, it makes a difference.

Yeah, it definitely makes a difference.

Like, when we switched 100% to. I was just telling Vicki, switch 100% to pay for performance, like, strictly. It was incredible. We fired three people and was still doing all the work. Like, the amount of efficiencies that they are just containing inside of themselves is the biggest efficiency hands down. And so how do you, like, unlock that is the question, right? Yeah. And so the cultural aspect is good, but I've just found, like, you know, culture is great and, like, everyone driving towards the same thing as you, but when it hits their paycheck, it's nuts. It's incredible. Like, I can't even. Until you actually run. Run the system for a little bit or, like, do something around their paycheck and their performance, it's hard to describe just how fast they get stuff done. If I was you, I would do the hybrid. And I was like, look, your hourly rate is still the same. You cannot make less money. They're gonna like this. Like, there's no negative thing that can happen here. And this is the best way to transition to any sort of a pay for performance. Right? Like if someone was making 25 and I was like, okay, now your base is 15, that'd be a little bit scary for them, right? If they're trying to make sure they have a solid paycheck. So what I did is I made 18 the number. Cause like, there wasn't too many of them making more than 18 already. Like, it was. It's already a high wage, right? And so what you could do is like, look, you're not gonna get a pay cut. You're still gonna make your 12 or 14 an hour, but you have the potential to make more now.

Okay?

So that's how you pitch it. Only the upside. There's only upside in this for you guys, okay? You, you know, if you have a horrible day and you make 1.0, you're still gonna get your money. But I promise you that 1.0 is they've been grinding it out, trying to get, you know, figure things out. It's not a 1.0 for them sitting in the truck all day. Right? Because there's at least potential for them to make more if they make $2 more per hour.

On an eight hour day at $16, you know, 16 bucks in their pocket. That $16, though, is probably another 50 to 60 in your pocket. That's how you can kind of look at it.

Okay.

And in order to get them on board, it's strictly like, there's only upside for you guys. You cannot make. Yeah.

Either way, you're making what you would have made. But you can be able to make.

More in order to be more profitable for the business. In order for us to grow, like the cultural side of things, for that to work, we need to. We can give you more money. And this is how I pitched it originally, very beginning. Look, we did this one job, the guys, it was budgeted for 100 hours. They did it in 50. And I said, look, I could afford to pay these guys 40 bucks an hour, but I can't next week when it takes 100 hours. And it was a 70 hour job, right? So I'm like, I want to be able to pay more when you guys do really good. But in order to do that, there's got to be a give and take, right? So like, sure, you know, when you do 100 on the 70, you're gonna make the flat lift the base.

Because sometimes that is Going to happen.

Yeah. And so I would really recommend just doing the hourly as your base.

Okay.

Right. Not even talking about base, just being like, it's really a bonus. Okay. We're adding this to the even if you pitch them at Ella idea that like, we want to go more to a pay by performance model so that you can grow your wages here and you can.

You know, make more money here. But what we're going to do is this fall we're going to implement this. This is kind of a hybrid. It's going to be a $2 per hour at the end of the week. And so you're going to make 80 to $100 ish per week more. If you hit 3.0 or above, you could make it for landscaping jobs. If you all the jobs are under budgeted hours.

However, that one's a little more tough. Yeah.

But then say that next year we're gonna be doing it similar way, but where you can make more than that, $2 more per hour. But we want to test it with this. You want them like 100% on board. Like, don't say anything like it's gonna be based on commissions or anything down the road. There's only gonna be upside. Because what you're gonna do next year is you're gonna make 12 the base and you're gonna make it where they can only go higher than 14. Like, it'll only go higher. So it's only positive for them. They always are going to think that the boss is out to get them and that we're trying to like, do something behind the scenes. That's why it's super important to be like, just give them a base and say there's only upside. You could, like, at the end day, you could only make money here. Right. And so, like, that's why I made base 18. I was gonna make it 15. I was like, I gotta make it 18 so that literally no one can say no to this. So they cannot make less. Because so many of them were at 18. I was like, there's just no loss for them. They can only make more. But I knew that them making $18 under the new system would be so much more efficient than them making $18 before. Because beforehand they could like $18.10 now means that they have been killing it. Right. They made better than average, whereas before I could have paid them $18 an hour. But they were really producing at like eight bucks now.

Yeah, right.

Yeah.

So.

That'S what I would recommend. Like, really, that's the biggest thing I Would say, because, like, if you can implement now and there's some good feedback or good return from them on it, even if you just did unmowing to get started. Because I think it's all about just getting started. Yeah. That's why at first, I would literally just pitch it as, hey, this scoreboard thing now actually kind of matters.

Okay.

If it's 3.0 or above for the week, we're $2 more per hour.

Because I know that some of them will, like, I know Casey will be like, well, this happened.

You're gonna have that at first. You're gonna be like, this is so annoying. But, like, you got it. You're gonna have to figure those things out. But it's more about just initiating it honestly. And at the end of the day, all things said, they can't make less money. Yeah. Right. So you're only playing with their bonus. So, like, that's the. That's the. At the end of the day, if someone's giving you a lot of flags, like, look like you were making 12 before. The worst you can do now is 12. Yeah. You can only make 13, 14, whatever. Right. So that's the end. Hopefully doesn't get to that stage, but they're gonna have questions and it's gonna be things like mistakes. What if I have to clean up someone else's mistake? What if something breaks down? And the simple way for now, since you're doing the hybrid, is take time off of what you use for the scoreboard. So if you gotta go fix someone's job and it took 30 extra minutes, it's gonna go your clocked in time for that day is gonna go from 8 to 7.7.5. If you did blades for an hour, I'll take you from eight to seven. Right. And it seems like a lot of things, but I promise you, it's like two. One or two variables a day that you actually have to change. Okay. Right. In terms of what you'll do in that spreadsheet. And I just make the spreadsheet super, super simple.

Okay.

Like, it should be the name dates, like Monday through Saturday with a running total of hours and revenue, and that averages out 3.0 or whatever. You don't even have to do that. Like, you. However you want to do it, even if you just do revenue in hours and at the end of the week, just divide it up. But you're already dividing it for each day. Right. So. And you're already doing the averages. Yeah. So you're really doing all the work already. Really, it's the only thing that you, I guess, really would be changing is if you take some, like, manual attraction subtractions or additions, Right? Yeah. Like, they help so and so for an hour, and then it comes off of this person.

Well, it did take my level anxiety down a little bit, you know, But I'm definitely willing to try that. I mean, I can see the benefit.

So, like. Like, I just really encourage you to just try it. You might get some kickback, you might have some questions, but the end of the day, you are only giving them the option to make more money. Right. And so don't think it, like, you don't let them try to corner you. This is why I fire one of our guys. He kept trying to corner us as if we were trying to do something manipulative, like we're trying to do something behind people back. I'm like, I'm not having it. The only reason I'm doing this is to keep people here and make the culture better. And I'm not gonna have someone.

Convicting us of, quote, sabotaging them, the employees. Like, that's just ridiculous. When he said that he was fired.

And then when you get that person, you get them spreading around that negativity.

That's exactly what's happening there.

And now everybody kind of plants that seed, you know, so.

And then what's gonna happen, too, is they are gonna talk.

Oh, for sure.

But you want that, because when they're talking, though, it's like they're starting to think about all the ways that they're spending time. Right. Like, oh, man, I'm not gonna be, like, stopping at this, and it's gonna be negative at first. But that's the talk you want to see. Because, like, if I stopped pay by performance tomorrow, they would. They would all of a sudden, they'd still be thinking the same way. Right. It would eventually wear off. Right, Right. But, like, the amount of. There will be a lot of talk. A lot of talk. But the thing you can fall back on is you're not lowering anyone's wages. You're only giving them the option to make more. Yeah. And if you come to us, I hate. I want to give people option to make more. If they work hard, period, 3.0 or above on the week for mowing, you're gonna get $2 more per hour. I would say. I would say, though, if you. This is my recommendation to anyone in any industry, if you're ever turning away work, you have to raise your prices. Yeah. Like, if you're saying no to 5 or 10 last week. Raise your prices.

I, my waiting list right now is like 25 people. And that's, that's the people who just said, just put me on a waiting list. Okay? I said, well, there's probably no, I mean, I'm probably not going to be able to service you at all this year. Just put me on there anyway. And that's not even all the people who just said okay. And we've had definitely a Labor Day, really sad.

And we've had plenty of people say, okay, well now this year I'm gonna find somebody else, but next year I'm gonna be calling.

Yeah. You know, so next spring you guys are gonna get swamped.

But this is the same conversation I had with a young couple who also own a landscaping company, Midland.

Yeah.

And she'll call and talk to me and she goes, yeah, I know when a phone call is, it's just me telling them no. Like they don't even know the fluctuation that they've gotten. Like everybody's so busy, everybody's flush with cash right now.

Yeah, but, but see, the thing is, if that's the case, you gotta raise our prices. Because it's totally okay to be a four man operation and charge $100 per hour. I know plenty of landscapers that are doing that. Right. You have so much leads, so many leads coming in, you only need a 10% close ratio. It's totally okay to do that. Yeah, but what's not okay is to be at 35, 40 an hour or whatever and then. And still be turning work away. Right, Right. So there's two ways to reduce, you know, demand. Either A, raise the prices or B, you increase, increase the supply of how many employees you have.

And that's been hard.

With more employees comes more trucks and as you're finding out, like trailers and all that. Right. So I would say before you actually even up the ante on finding like more people, just raise the price, raise price because you're gonna need that money. Like I really, you gotta be over 50 on those science jobs. That's technical work, right? So like at least 50 packages to get those. And then even the mowing next spring, let's just count on the fact that you're gonna be swamped with work. Why not just account for that by giving a $5 weekly, $10 bi weekly increase to every single customer. Let's say you lose 10%. Let's say 20% of them, you get lost. Okay, fine, you're gonna replace those 20% like that next spring. And the 80% that you have now, you're literally gonna triple your profit margin. That extra $5. Because you're. Right now you're making like a dollar or profit. Right. This is when you start making money, though, right? When you start raising prices, when you make money. And so, you know, now you're kind of breaking even, making a little bit when you start raising prices. Every dollar you raise, the price is profit in your pocket.

You don't have to go do anything extra. No more trucks, no more. You just raise the price and you made more money.

And should we still, like, with the rate matrix, like, do you still have that on your website?

The. Like the. The.

The excel sheet right there?

Like, yes, because you said that a lot of people want to go look at the prices.

Yeah. So we. I still have that on our website for mowing.

With explanations.

With explanations. And that's for the mowing and then for the landscaping. Kind of the same thing which we.

Tried to follow, you know, closely.

Yeah. So, like. Like, if you look at our rate, which is nuts now, our minimum weekly is 40 bucks. And that's anything under 2,000 square feet.

Holy cow.

So it's expensive, but we started at 20, and every year just kind of moved it up. Because I'm not gonna say no to customers. Cause we're five, six weeks booked out and not raise my price. I mean, they're gonna raise my price or I'm gonna get more employees. There's one or the other.

Okay, Right.

And so if you're not. If you can't find the employees, go raise your price. Just raise the price.

Like, I would really recommend that to be the spring move, if the fall move is the employees and try to increase the efficiency so we get this work done and get a little more profit in the fall on the cleanup side. That's fantastic. And then the spring the play should be raised prices on every single mowing customer. Just do it across the board. $5 weekly, $10 bi weekly. Your prices are so smashed together right now that you can do that. Like, if you had ranges of like. Like, we range everywhere from 40 to $200 per mo. And so there's such a massive spread. I couldn't just, like, say $5, because some people would be getting a 2% increase, some people would be getting a 12 and a half percent increase. Right. Whereas yours are so close between 30 and 50 that like $5 and $10 makes perfect sense. Right.

Okay.

And I would definitely do the 10 on the BI weekly. Don't do 5 and 5.

Well, yeah, we're just gonna change that.

Yeah, we're changing that. Because if you notice, we are weekly in the spring.

Spring anymore.

Yeah, we had one guy that. Well, we had two guys that stayed bi weekly this spring. One guy was. Because he said that didn't grow that much. And we said, that's fine. We won't double cut it then.

Yeah.

And there was crack.

Well, yeah, because they expect you. Even if it gets long, they want it to look perfect and they want you to double.

In our estimate, when we give our weekly and our bi weekly, we also make a note there that if it's over 6 inches, we're gonna be charging an X per hour. And we make it like 80 or $90 per.

Holy cow.

So that way, if they go biweekly and they need to be on weekly and they're like, no, I want biweekly, that's fine. But if it's over 6 inches when our guys get there and they take a picture and attach it to service autopilot, we're going to charge you $90 per hour for them to be there. Okay, we'll be on weekly for the next couple of months.

Yeah.

Fantastic. Yeah.