My TOUGHEST Business Turnaround so far...

Oh, we have negative $400,000 in the bank. Oh, we should go declare bankruptcy.

It's more than just unprofitable, dude. It's demoralizing.

Today we're in Tennessee visiting John from Dynamic Landscapes.

I don't know any of my numbers. I don't track my KPIs. I'm just good at my job and I can sell water to a fish. I will be successful. Do you understand what I'm saying?

You need to go fly a kite. All of this is meaningless in the moment.

Dude, sometimes I just want to quit.

This year, the business is on pace to produce a million dollars in revenue.

We have on the books right now. Enough. You're a million dollars. They said my business makes no money. They said it don't matter if you make a million. If you spend a million. They have no money. Like, if we're not making money, what are we doing? I might as well do something else.

John recently had to fire his entire team because of bad culture.

I fired everybody.

So much drama and like, victim mentality.

You have to reach a certain pain threshold before you start changing.

I've had it bad. I've had it rough.

That's why success is important for me. I want to change people's lives.

Okay, cool. No one cares. This is the Business Turnaround Show. My name is Mike Andes. I'm the founder of Augusta LawnC. We have over 190 locations around the world. And I travel the country fixing struggling businesses. Stop identifying as the hurt entrepreneur instead of like, okay, I'm moving forward. Your identity is not that thin.

I maybe feel like I don't have all the answers anymore.

Stop talking about stuff. Get over it. Move forward, be a leader. Our goal is to give John a strategy to turn around the company in the next six weeks.

You have a bit of a history with John. Cause he's already talked to members of the team.

Hi, how are you? I'm John.

Nice to meet you.

Yeah, you too. Thanks.

Even our head of sales, Christian talked for hours, multiple times.

My name is Christian. I am the lead consultant here at Copilot. I meet with a lot of different home service entrepreneurs of all different industries. And John just ended up on my schedule one day.

Over the past couple months, he's reached out to multiple members of the team. Christian's talked to him for hours. He's talked to Terrell. I don't even know how he got his contact.

It's kind of just the normal story that you see on a lot of these turnarounds, right? John's very passionate about what he's trying to do. I think a lot of people probably told John that he wasn't able to do what he wants to do. And so him starting a business is the opportunity for him to say, hey.

Look, I did it.

I love to learn, dude. That is my biggest thing. I am a plethora of knowledge. It makes other people insane because I'm not good at short conversations and I want to talk about something intelligent. Let's learn something. What's the next money move?

How.

How can we. You know, I'm not very bullshitting beer.

You know what I mean?

I just. I don't know. I'll. Something productive. What can we do? How can we change the world? How can we help people?

So we're going in with no numbers because he's not willing to share them until I'm in person. He needs to explain things.

You don't know the numbers of a million dollar business. You know, you have cash, but you don't know how much.

We've already talked to him so much. We've already had conversation about his past and his family and like his spiritual life and where he's at.

There's been a lot of pain in my life, bro. Outside of work too.

I have no family. You can tell he's super SM smart. He does his research. But like, where to take a step to actually get that done is it feels like it's impossible for John to find that because he's got so many things going on. I don't feel like I've reached capacity for what I know or what I can teach. I just need the right direction. Yes, bro. So good to see you, man. Yes. Yes, dude. What a pleasure, dude. Meeting Mike was surreal and it's crazy and I hope this makes him blush or something weird, but he's kind of like famous, like in for me, you know what I mean? Like in the landscapers world.

This is the place.

It is, yeah. So this is the new place. We just. We've only been here since Monday. We're still kind of half in, half out. Every truck, every trailer. You see, I own the building, everything you see, I own my mechanics right next door. And we'll have all of this here in the back. We're gonna put a material shop in the back, open bay.

Oh, so you're gonna have all this?

Yes, sir. Yes, sir. And then this will move back there. And then we're gonna put a 60 by 50 shop up here at the front.

And do you rent this from that Job we do.

Yes sir. Yeah, man. So we only pay 300 bucks for.

This entire place and that' we get there and all he wants to talk about is this massive project that went bad and how everything in the past has been against him. I just don't have a lot of sympathy for those people.

The fact that we were on a, we'll call it four and a half, five month job with the overhang, the amount of labor you put in and you're there for 13 months. Being stuck on that job for 13 months, dude.

Like it's more than just unprofitable, dude. It's demoralizing. Thousands of unpaid labor hours, man. I needed a payment schedule in there. That's one thing, thing that I really. And there's like a sweet spot. Like and you say this so much and it's so crazy happy right here. It's like surreal. But you say this all the time. Like those big shiny jobs and stuff, they're all great but there's a lot of pieces moving. You got to make sure you're prepared. Like it, it's not a yard guy's business. You know what I mean? You have to. But the margins, they're non existent almost. You know, there's like a sweet spot for the hardscape world of like maybe a forty or sixty thousand dollar job that takes like a week and a half or two weeks, bang. Great money. But the up so long, like it's great for your portfolio and it's great to show people and all these things. But in from the business perspective, like if we're not making money, what are we doing? I might as well do something else. Like I'm 100% committed to my business, dude. I, I will be successful. Do you understand what I'm saying? Like I. Mike has the answer to do that. I'm so glad to be out of it, Mike. I didn't think I was going to. The only reason I survived is because I didn't have debt that over like that. There's no. I would have made it. It sucked up all, everything I had to survive this.

So last year, 620,000. Did that encompass the first 50% of that job? Okay, so then this year, what are we on pace for?

I'll do a million dollars this year. We just passed what I did last year. We were negative 200 something thousand dollars last year of a loss because all that money hanging out and I'm still paying all that labor. It's crazy and it's unproductive labor. The culture was Bad. And you talk about this when you have bad culture, guys start creating subcultures. I'm bad about letting things go too long in the past instead of creat. Correcting them when they happen. So people get used to that. And then when you finally correct it, they're like, oh, you know, when they were doing wrong the whole time?

How big of a job was that in terms of revenue?

275.

And how much of that has been paid?

All of it.

Okay, so you're paid up now.

Nobody likes the price at the end. And there was about $65,000 worth of change orders throughout the process. And the problem was my lead foreman that was with me for four years when I transitioned from landscapes into hardscapes. He was one of the first guys come to the business. He's been off and on four times now, as I learned. I taught him everything. Every time he leaves, for some reason, it's in the middle of a job that I need him, that I've bottlenecked myself. He's the only guy, except for me that killed him.

So he left in the past.

Yeah. And he's gone now. God, he's so good, man.

At his job, were they like, the kind of epicenter of the bad culture, though?

Oh, absolutely. He was just bad for business, dude. He was a great employee, but he was just toxic, intentionally missing work and then calling to talk later and being intoxicated. Like, it's 1:30 in the afternoon. Work still going on. You're off. Because you. Come on, man, like, it just. Where's your priorities? Like, at some point, if you're a leader, you have to show up to be a leader. He would be at work and then just take the same guys to the bar afterwards and then invite them and then have a fu. John conversation. How come? Like, oh, my God, how many times you got to get punched in the face for you? Like, dude, okay, this guy, like, he's. He's bad. I'm ready to start seeing some true success, man. I put in a lot of time, a lot of blood, sweat, tears. It's lonely sometimes.

Lots of bad culture and drama. Hiring people that you fired a bazillion times, it all stems from the leader.

So I have a. I'm from a psychology background. I just needed a way to survive, so I started cutting grass. And then that's kind of. We'll get into that story, I'm sure. So I've always been drawn to people to listen to, help. Right. And I get myself too involved, and I try to Tell him and stuff and try to help him, man. But that same love doesn't come back. Mike, sometimes you're trying to help people and they're not even helping themselves.

You are wired and everyone goes through stuff and I feel bad for that. But it's also I have to address. Like, these are the facts. And the facts are he will continue to wallow and this failure until he actually hates it. And he doesn't. Just the way he is. Like with his financials, your operations person not wanting to be on camera. There's a lot of little things that point to so much drama and like. Like victim mentality. People are after me. I've had it bad, I've had it rough. Like, okay, cool, no one cares.

I'm not being unreasonable. But when it's intentional or you're lying or you're taking a day to go drink, like you're affecting the people around you, where's the priorities, you know? And I always prioritize other people. Helping is my passion. It's not the landscape industry or being a contractor or anything like that. Being a father and helping people is my passion. This is a means to do so. But people don't always give that same energy back. Do you know what that means? To show love and not get it back, you know, or to try to help someone and it's okay to your face, but then behind your back it's not okay.

You know, there's been a lot of water on the bridge and there's been a lot of emotion and drama, and I haven't seen any changes in the business. I haven't seen a lot of action.

It's a blessing, though. I'm super excited that you guys are here. It's a big deal for us. It's a huge deal for us.

If we get there and all. He wants to talk about how everything in the past has been against him. It becomes like, oh, you enjoy the pain, you enjoy the hurt, and you want to get sympathy for it. And I hate saying that I love people, but that's the actual truth. And so if you love being in failure, you'll never succeed. What was in January?

January was. I was just talking about. That's when I fired everybod. Look back is in the moment, dude. Sometimes.

Just want to quit.

I put everything into this.

I'm going to show you the couch I slept on.

Four years, bro.

Three years. One couch a year, another four years. I slept on the couch trying to make this thing successful.

What do you think is going to.

Be the Most difficult part.

That it will make a good YouTube video, but it won't help him at all. I'm optimistic in most people, but when you see someone constantly rehashing the past and what they've gone through, and they do it the same way to a bunch of people every time, and they have, like, a victim mentality, you can't help them. Yeah. So that's what makes me feel bad for people like that is like, they're stuck and they know it. The usual path for me is sympathization. Like, you sympathize with them, you show me. I've been there too, and then you show them a road out. He's got this, like, five times from different members of the team already. Christian, you, others on the team, his coach, probably. I don't like using the other method, but it might have to be used.

It's a tough road, bro.

But it's so worth it. And it's not the business that's worth it. It's.

The more success I have, the more I get to do for other people, the more God gives me, the more I get to give away.

That's why we need to let you take action.

Right. That's why success is important for me. I want to change people's lives. Let's do it, man. Let's do it. I in business since 2017. I probably had an office space since, like, 2019.

Really? This. Not this one, though, right?

We had one before.

How long you been here?

We've been here.

Okay. So it's been a while.

No longer. It's got. Yeah, it's been about four years, probably, so. Plus my son here. This is my son Cooper. I'm sorry. This is everybody. That's my. Why back there? I've never said that out loud. Damn. I don't think maybe once, but.

Just makes it worth it. This is three years of my life right here. I slept on this couch right here. That's right in this office.

Okay. Wow.

And a year at the other place, just. And he's gonna put me back in that emotional state. But sometimes you have to do what you had to do to get the business open and be successful. Dude. It wouldn't be here if I didn't do that. There's no way.

And I say that out of love for him and knowing what it's like to be tempted to be. To think that way. He's like, oh, because of my family, because I don't have connections.

People are against me because people said stuff like, if you're Gonna dwell on that. You're just never gonna win. Not because I don't want you to, because it will keep you from winning, it'll keep you from pushing forward. And so there's so many little things that point to that if the leader is having all of these complexes, fears, doubts, depressions, like those things are horrible, but like, you gotta deal with them so that you don't affect your team. You gotta leave those at home.

The last four years I've been so used, like, I've had the expectation that we're gonna take longer on jobs. Half the guys aren't going to show up. They might pass out on my job site because they're like, I just so I think comparatively I have expectations of like we have to dumb ourselves down. But we've had such a shift that everything is different now. It's like a totally new business. So I almost feel like my business just all of a sudden outgrew me maybe.

So it's a unique situation where the business is actually financially doing decent. And then with that payment from the big job, from a cash perspective, we should be fine now.

Oh yeah, we have about $140,000 in the bank.

Cool. From a before all framework, he has a month's worth of revenue in the bank. 140 grand.

Like seven months ago, you and I would have been having a very different conversation.

And he was able to get through kind of a rough spot in terms of that big project that locked up all his capital. So he learned from that. So like that checks the box.

Whoa. I was just in a bet like. But now culture has changed. Production has changed.

From a labor perspective, as of a few weeks ago, the toxic part is out of the business. And so right now, like we have cash in the bank, we have a better culture. What's sort of the constraint that you feel?

It's me. It's me, Mike. That's a very vulnerable question. Yeah, I maybe feel like I don't have all the answers anymore. That is a really fair question and different perspective.

I love that. Yes, I'm the problem man. For whatever, whether it's lack of knowledge or whatever the combination of things. Things are I lack certain things to give to the team that they need from me.

So this sets us up well to actually deal with the root of the problem, which is the leadership side, which he actually knows is the problem. Because if we would have came like even a month ago, we wouldn't have had payment on 100 plus thousand dollars. So we would have been really, really tight. On cash, we would have had a leadership or like a labor problem with all these, quote, toxic people. And so with those things out of the way, there is no past for him to lean on as like a crutch as to why we can't make changes in the business. So it'll be interesting to see if we can actually make progress on the leadership side now.

You think you know things, man. You think you have it figured out. And wow.

This will be bigger than I thought it was going to be.

And I'm so excited too. I feel like almost like a new burst of life or some type of energy. There's there all of a sudden, bro. Our scheduling, it's not good. It just sits on a board and which job is this week type of thing. Like, and I understand the budget hours and all those things. And I have copilot. I came over from Aspire from it and I. We still don't use it. I have all these things, but like, what's urgent and what's important? Where do I go? What should I be doing? Like, there's 500 things I could be doing, but what's the right ones? And like there's no systems in my business.

He has Aspire and he has co pilot, hasn't moved into either one or just doesn't have the time to make the switch. I'm going to literally tell him, flip a coin. It'd be actually fun if I said let's do flip a coin right now. And you have to cancel the other one right now. Even if it's copa, I don't care. Actually, you do a flip of coin. So right now, from at like the management level, if a call came in and there's a lead, you're going to meet the customer, then you're bringing that back, you're going to send it out to the customer. That gets accepted.

Okay.

You're in the schedule in several months from now and then that's going to be handed off to then Tiffany. Tiffany. And she would then then execute on that.

Even though I've delegated so much, I feel like I still have so much going on and I, I still have a little foot in everywhere. I'm still the one who sends out the invoices and answers certain emails. And why, you know, I, I don't know. Some of it's control for sure.

I think a lot of time that indicates a lot of other issues inside the leader's psyche. Indecision around like something so core fundamental, like the operating system of the business. If you can't decide on which software to use. Like you're probably not going to be able to decide on when and if to hire and fire someone, if and when to drop a customer.

There's so much like fight so many fires and I've done a lot to delegate certain things.

And maybe it is lack of know how. Maybe I. Maybe I'm avoiding trying to say that. Maybe I just don't know how to organize them or what they should actually be doing.

You just spend way too much time thinking about stuff in. In a world in which rewards fast decision making, you just get so circular in your brain and so like too introspective to the point you don't make decisions fast enough. So I see that as a problem.

Maybe there's the classic people you know aren't going to do 100%. Which people's 80% should be 100% right. There's another thing from you, but I. It's the quality control thing. I haven't gotten over that point of like I. I need to make sure everything's right.

CRM commit. I just need you to stick into one so that everything is going through one spot.

We're committed to Copilot. We believe in you. That's why we've chosen Copilot. Every week we know there's someone working on a problem, that someone said that they had a bug within the system and that next week it's going to be better.

Hey everyone, it's Mike Andes and I want to invite you to a private event that I'm holding on to, Black Friday. It's reserved to the first 500 people, so you don't want to miss out. It's gonna be over three hours. It's a live stream. I have three massive announcements and something I've been working on for over a year I want to share with you. Go to mikeandys.com black Friday and register today. Do you have your balance sheet in profit and loss?

I can print it.

Cool. Let's do it. There are only four reasons why a business stops growing. We call this the 4L framework. The business stops growing because it's either a lack of liquidity, a lack of leads, a lack of labor, or a lack of leadership. And in this case, with John from Dynamic Landscapes. I'm really not going to focus on liquidity, leads or labor. I'm really zeroing in on leadership. That's the real constraint to the business. We've got to get organized in order to be able to have the confidence to make the decisions. Necessary to turn around the company.

So let me give some context. We picked up a company that was remote doing our CPA stuff. It just turned to a mess. There was all this ask my accountant stuff and owners draw. And I don't understand these things and how they're putting stuff in. I couldn't get to meet with them. So every. Everything's a disaster. A couple of things aren't being reported in here, so I haven't been backlogging them. My receipts aren't getting inputted consistently, and obviously my bank transactions and stuff. I'm not dedicating that time to sit down and do the financials. And my balance sheet is missing. $50,000 truck, probably. And some tools, random tools and things like that too. And I have no idea why I haven't. Mike. I don't know if it's because it's a bad experience or just being lazy within the business and we're flying blind, as you like to say it. I don't know any of my numbers. I don't track my KPIs. I'm just good at my job and I can sell water to a fish.

Yeah. Payroll checks cashed by owner and then uncashed. Payroll checks. Retained earnings are negative. Owner's draws is negative. It's like, this just needs to be cleaned up. This is. It just. It doesn't make any sense.

I know. And I thought that's what I was paying those people to do was clean up. And I've been in a bad state ever since.

And when was that? Last year?

Yeah. There's no excuse. I should have solved it by now. And then you get caught up on the other constraints of the business, like being stuck on a job for 13 months in bad culture.

Someone's not willing to share their numbers. They need to explain it to me. Tells me they overthink everything. The numbers speak for themselves. I do not need you to explain the numbers. You know how many P. Ls I've seen? I don't need you to explain and give reason why the numbers are messed up. Just show me the numbers and I will come to my own conclusions. Thank you all. All of this is meaningless. There's no continuity whatsoever in these numbers.

That's why I didn't want to send it over, because you're going to be like, is this the right thing? I think you just. This is an example.

It's okay.

Like it's a disaster.

It's a function of. This is if I saw this. And I'll be like, okay, this is a Disaster. And I will go to this business and there will be the disaster. There will be trucks that are broken, that are sitting off to the side. There'll be things that are not licensed. There'll be cash withdraws. I could have told you that, that based upon just saying this. The bottom line is all the other things that you mentioned in terms of you feel like you kind of still have your foot in certain things or not letting things go specifically for admin or operations or like you still having to kind of be in. The reason is because you're the only glue of this, like the center of this. You're the hub of all these spokes in the business.

Yeah, I'm kind of just like the oil that feeds the machine. The guys are all the cogs that make it turn. You take one out, it doesn't function right anymore.

What Christian said, I would say so. That's why, like the information, he's not lacking information. And the vast major of leaders, entrepreneurs and human beings do not lack information to change. They lack the ability to execute. And so the only, the only hope I think I have here is to be able to use the fact that like, he's watched my content for a long time.

Mike's the man.

I watch his videos constantly, his online courses, I study those courses. I replace my TV time with Mike.

Andy's time and hopefully has a little bit of respect for me, but it's like he has a lot of respect for Christians. Like, why didn't you listen to him? So I will take a probably. I'm guessing, I'm just guessing a very different approach, which is like, I love you. I'm going to tell you something that no one else has, has in the past, but you need to like, you need to get over this and move, move forward and everything ties back to you. Because there is no. There is no true north. And that is your numbers. There's no ability to know if you made money last month or not.

That's right.

There's no ability to know if we made money on that job. The reason it's so difficult to do estimate is because we can't look at the numbers and say, are we even profitable? It is not rocket science to do business bookkeeping. And there's absolutely a booking giving company that can do this remotely and clean up your numbers in a matter of a few days and have a clean balance sheet and a clean piano to.

Fix them or to maintain, to fix them.

You need someone to get in here and do some heavy digging.

The obvious answer Is a cpa that's very easy. I mean, you have to have. Any business has to have that. Even personal people have that.

Well, a CPA is helpful from a strategy perspective, running tax return, etc. But you just need a bookkeeper. And honestly, your admin person could do this as long as you are. Everything is being ran through a bank account or a credit card. If I stepped in this business with this, I say, oh, we have negative $400,000 in the bank. Oh, we should go declare bankruptcy. Yeah. And if I look at this, which is the P and L from year to date. Oh, we are 68% profitable. Well, that something's messed up. Like, they're completely. Like there's no rhyme or reason. But, you know, it's so difficult. You know, it's a really hard one to go crack is when someone has so much baggage in the past and they feel defeated and they're depressed, and then you have to tell them it's actually their pride that's keeping them. That's pretty rough because everyone will also say, oh, no, they're beat up. Or like they themselves. Like, I feel so discouraged. But it's like, no, no, no. It's your pride keeping you from changing. And by changing, you're admitting the fact that you've done things wrong in the past. We should be able to run this business using just this. And right now, to your point, like a flying blind. It's like going into a car and the dash just going all over the place. Going 300 miles an hour and then 15. Like, you can't drive. We can't. Furthermore, you can't expect a manager to be able to drive when they step into this. Like, it's. They're just not going to be able to.

And. And it wasn't until probably yesterday I was driving home and I was like, dude, why? He's gonna ask me, what do I want for the business? What's my goal? Do I want to be 10 million? Do I want to be a million? Do I just want to cut grass? Do I. And I had no idea what I wanted to do for the business up until probably yesterday driving home yesterday evening. And I think my goal for the business is to set it up in a way that.

Gives more back to my guys than it gives to the employer.

And receipts is not a good excuse. Yeah. Because receipts are a printed copy of what is just on a credit card or a bank statement that can be categorized inside.

We do a lot of cash transactions.

And where that. Where's that those Cash transactions going, the receipts where the cash transaction is going. Like, what's that being paid for towards?

We're spending cash on everything.

When you say cash, are you actually printing, like, bills? So you're taking money out as a debit card into cash or out of the bank?

Yes, sir.

Okay, great.

That throws this off for a loop too. We cash payroll out that way as well.

Why using a debit card, though? Why aren't you doing ach to do payroll?

So at one point in time, everybody was direct deposit. And for the reason I actually stopped was there was this point in time where guys were getting our uniforms and working three days, getting their direct deposit. And we don't get our uniforms or anything back. They weren't showing, showing up. We had guys stealing and stuff their last day. Take a tool then, you know what I mean? So that was a way for me to, I guess, kind of be in control of, hey, okay, well, you need to come pick your paycheck up in the office. Bring your shirts with you.

But it's so difficult. It's like, I want to also stay in, like, the solution space instead of being like, grow up and get over it. Like, what do I do tomorrow? Like, what actions do I change? That's why it's difficult. Like bundled terms like be bad, leader, or like, grow up or get over it. Like, what does that mean? Strong. Hey, what does that mean? What does be strong mean?

Does that mean I would interact with my team differently? Does that mean I do different things with my numbers? Doesn't I make a decision with my CRM? Yes, but, like, I will have to give those things. Because just saying a bundled term like grow up or get over it or move on, or you need to be a better leader does nothing for the person. And so the hardest part, if I tell him tough love, is then giving him the action, actual, tangible things that he will need to do to change. You can't just tell someone, like, stop being depressed. Whoa, okay, that's a bundle. Like, what do I do with that? So that'll be the hardest part. If I come strong against him, I can't also just use bundled terms like that mean nothing to him. You can still do it on the last paycheck. You can always want to, like, on the last paycheck, be like, hey, the last one, just come pick it up and drop off your things. You can still do that. Or even just. You still have to click the button.

Yeah.

Today, bring on your. And then we'll release the direct deposit. So you can still do that. You're already doing it. It's in QuickBooks. You click the button. You just need the bank information. So cash right now is being used for payroll.

It'S being used for materials.

What else is it being used for?

But yeah, I mean payroll materials, that's pretty much the job, that's pretty much the business. So like Sometimes we have $25,000 in materials. I don't have credit cards with those high limits like that.

Why don't we have the higher limits?

That's. I, I wasn't approved for any higher limits. I had to get those secured. I'm not someone that treated their credit correctly. Coming up. Yeah, like that's the, the thing is.

You'Re not going to get a credit card and they're not going to increase like limits on accounts if you have this because they also need to know your numbers and your metrics. This number says a negative $700,000 in the bank. What's the actual number right now?

40,000. That bank. I have two bank accounts.

And how long have you been with them?

A long enough time to bring millions of dollars to them. And I tried to tell them that, but they don't care.

And what did they say? Why did they. When you say, hey, I want to have more than $10,000 bls trans.

They said my business makes no money. They said it don't matter if you make a million, if you spend a million, you have no money.

But you have no proof to show otherwise.

Right? Yeah, well, yeah, we just bank just like tax returns for instance.

Got it. Okay, so great. So the tax returns from last year, did they show profit?

Oh no, no, cuz we never. Cuz we didn't collect off that job till this year. So I'm showing like minus 200 and something last year. That's the worst year I've had. Things like this give you the opportunity for a breakthrough. It's not that you always hear stuff that you've never heard before. It's just different perspective. You know, you're so caught up in your business that you just see it from, from this entrepreneur vision. Right, right. And you don't get to see it from the outside, you know, and then.

This year we're looking green. When was the last time we asked for higher limits?

I don't know, probably last year. They allow you to like try to bump it up a couple hundred bucks. Like these are very low limit cards. You're talking about credit one and like Discover. It's very low limit.

Okay.

Yeah.

And. But your personal Credit is demolished right now.

No, it's just not, it's just not good. Assume it doesn't exist. Like, I, I just, I've never had bad debt, but I've never. My papa raised me for the most part of cash, man. I, I, I never did anything to try to.

But there's no, like, derogatory or.

No, there's not. No. And then, like, but like, I don't have any car loans or any loans or any house loans. There's nothing to build it. There's nothing. They won't give me a credit card. I'm on this merry go round of, you can't have it, but you can't get it.

You know, one thing I see is, like, a trend is when we're coming to do a turnaround or, like, there's coaching and general is the amount, the ratio of student to teacher talking. When the, when the student is just talking the entire time and has a retort for every little thing. Usually execution is pretty low. If you look at the people that don't take action, they're the ones who talk the most. If you're gonna take instruction on someone, shut up and listen. And I don't say that lightly. Like, I also think the same thing when I talk to Dr. Cashier, when I talk to Alex. Like, you don't hear me talk a lot. You say yes and you don't interrupt. And it's not a matter of respect. It's a matter of, like, I am here to learn. I am here to grow, and I am here to change. And the best students come with the mindset of, I am here to change my behavior. I'm not here to give excuse. I'm not here to talk about the past. I'm here to change.

My morning meditation and devotional. This morning, I told God to allow me to step back into that apprenticeship and to not be the master this time. Just to fall back and make sure that I'm listening and learning and talking less and listening more.

So I just. This is a big deal for us, dude. So I just.

I'm ready for this opportunity for the next chapter to.

Move on, and.

I'm ready to start seeing some true success. Man, I put in a lot of.

Time, but the reason is because, like, right now, when, as a business, when you go ask for credit, they're looking at two things. One is going to be your credit worthiness. And if there's no history of that. Sure. Like, that is the downside. Balls. You have no history. Unless I'm wrong of Negative things like you haven't missed payments, you haven't missed mortgages. Okay, great. So that will be a negative for you. But what the thing they will then lean on is this.

Yeah. And the business has only had two profitable years. That's it. A thousand and something.

We can't even prove that.

That's right.

We can't even give them a balance sheet. Like if I was a banker and like, yes, I have negative $400,000 in the bank.

Sure.

And I would like a loan. They would be like, you need to go fly a kite. But if you had clean books, sure. That is the selling factor for a business as you're producing cash flow which would show that $140,000 bank, which they can see you have good assets. Your debt to income ratio is non existent because you have no debt. So like that's a huge plus. When we look at the 4 framework from a liquidity perspective, there is not an issue. You have 140 grand in the bank.

I feel a little bit of new life again. Like it's going to be okay. Like I. My mind is so cluttered in so many different places that I can't figure out where to start. When the answer is you're disorganized. No. Right.

When. When we think about what attracts a great team member and what allows them to thrive, it's going to be when I go to work, there's organization. I can see the numbers and they know if they do a good job because the numbers will tell them.

My lack of organization is really tough for Tiffany, for sure. Specifically in operations and stuff. It makes her job harder.

Well, yeah, because every single time she gets an estimate, she doesn't know at the end of the job, do we make money? Do we not make money at the end of the month? Do we make money? Do we not make it? Am I going to hit payroll this month? Oh, I saw this number randomly on someone's desk of negative $400,000 in the bank account. Are we going to under.

Yeah.

Maybe I should look at another job just in case. Can't blame them. In order for a job to be completed successfully and transition smoothly from sales operation to admin, there needs to be clear handoffs. And in a smaller business, as the owner, you are doing the sale. You're on the job site during operations and you're willing to take phone calls and talk to the customer. And he's still kind of doing that, but at a seven figure business. And that's why the strain and the pressure and the stress Is so high is he still has his hand in all three of those. Versus, like, I am sales and when I am done with the sale, I'm going to have video and job notes that I hand off to admin and operations to get the work done and then get paid. But if you don't have that clear handoff, you don't have clear notes and communication, then yes, everything will still be you as the owner is the bottom. Tiffany, do you have anything like that you want to, like, follow up with or like, what about this? Or anything like that?

She's got a load of questions. One of the main things that we struggle with is the size estimating and, you know, seeing the numbers that you're talking about, but also having a description of the job, the measurements, the estimates that he does give us. I feel like it's a little vague maybe, and my guys are needing more information so we're not having to make all these phone calls because we don't know what the graph is going on.

Awesome. What people didn't see in the video is like, they were like 15 degrees off to the left behind the camera. And so I just watched their head nod whenever I would say stuff. And if they nodded a bunch, I was like, I just need to drill down more on this point. So they didn't want to be on camera. Like, whenever they were nodding a lot, I would just usually hone in on that point. And when I asked them questions, it was around those points. I could see that's what they wanted to say. And we can't share numbers with them because we don't even know the numbers.

That's right.

How can a manager manage effectively if they don't know what's happening in the organization? I think most times people do it unwillingfully. He wants to see them succeed. He wants to empower them. Like. Like, he wants to trust them, all that sort of thing. A big challenge, that is, when you have no money, because every time you delegate means more money from the business if you're letting them. And if they take twice as long or make mistakes, it actually could put you out of business. Like, but that's no longer a constraint for him. And so he's operating the same way he has in the past when he had no money and now he has $140,000 in the bank. So, like, sometimes you have to like, okay, money's not a constraint. And if there's a little more time that goes into this or we make a mistake or two, it's not going to kill the business, all of my team members, including the entry level people, see the profit loss statement. They know what's happening and if they want to judge that and they think I'm making too much money or not, that's fine. But they don't come into the office thinking, I don't know what's happening. I just see a bunch of broken trucks and things are broken down. Okay, they're over at the office. Okay, do they, Are they making a bunch of money off my back while they're at the office doing nothing? I'm out in the field hustling. I don't know. I'm going to make stuff up. Half your team thinks you're rolling in money and everything is great and this business is booming. They will make up that narrative. And then he's making a bunch of money off my back and I'm out here working till 7, 8 o'. Clock. He's probably out of the boat. You're out here hustling, doing estimates. You're sleeping in your closet. But they don't know because you're not sharing information with them. And you can't because this information doesn't make any sense. There's a lot of juice to squeeze when it comes to decisions. But we first need to get the confidence and before that we need organization. And then I want to see, personally, I want to see John transform.

Because you cannot be the leader that you need to be for this company if you don't have confidence, if you're not confident in the direction the business is going, the vision, and then what you're executing on, it's going to trickle down to the team. But having too low of confidence, anyone that has more confidence than you in the organization will usually leave because they want to outgrow you. Having a vision, sticking to it, having a plan, executing against it, and having confidence in it is important. And until you do, you probably don't share that with the team, don't share this grand vision with the team unless you have the confidence you can execute on it. And then you do everything possible to make it happen.

So a lot of, I think is leading by example. Like Mike said, things start at the top and they trickle down. If I'm being honest, this is out of character for me. In uniform I generally have on basketball shorts and a T shirt, which is comfortable and all. But what sort of example am I setting for my guys? What am I attracting in my life? Do I look like someone that you want to sign a six figure job to? So there's A, there's a lot of things, and that wasn't even something I talked about it, but it just brings me back to that core of leading by example instead of by instruction. But now there has to be some sort of standard standard to like, to, you know, what are we after? What's the culture that we want here? What's the values that we want our guys to have? Like, there's a different standard now.

And so the, the lack of confidence you have in getting a credit card is warranted because you don't know if you're making money. And you're like, I don't know if we'll be able to pay off the credit card. Well, because we don't know if we're making money.

That's right. Yeah.

And so if you want someone like a Tiffany to win, you're able to say every, at the end of every single month, you sit down and you able to see this number is real, how much revenue we collected, and this number is real, how much money we made, and this number is real, which is how much money do we have in the bank account.

Whatever is required to be able to get this back to this is real. The biggest constraint in the 4 framework is always liquidity. But if that's solved, we're going to go, okay, well, what's that? The next issue. But if a lot of times, if that is the problem and there's no money in the bank, people do stupid things, stuff, and I don't really blame them because you start to be reactive. Instead of thinking six months down the road, you're like, if I can just survive the next six days and make payroll, that's all that matters. If I were to come a few months ago, we would have been talking about liquidity and culture and the leader that was in place, all other stuff. Now we've got the money, now that person's gone. And so we need to focus on, like, how do we move forward, like the future. You have a good team now to preserve that. You have to change things. Otherwise in six months we'll be in the same spot.

That's right.

Because good people don't want to stick around in this kind of business. It's chaos, disorganization.

Thank you for that.

And so it's not because I don't say that as a, as a matter of spite or hurt. I say it because I don't want you to fall into this again. And the reason you don't have the confidence to go to credit card and get a bank account is because you know that if you continue as is, it will just happen again. It's.

It's been totally worth it. I just like, just to hear the simple things again from a new perspective of like, dude, something has to be going right. We're having some kind of success. But like we're hindered. We, we need. It's. It's time to level up. And, and you can't do it the way dynamic was in the past. You have to do it the way that dynamic is going to be. You know.

The fact of the matter is changing this though prevents that from happening again. It allows people like Tiffany and like Brandon would want to stay. They don't want to be in an organization where there's chaos.

That's right.

If there's a player, it's like if not for me and for the business, do it for them.

And if you don't, the consequences is not that you just will lose the money. It's the fact you'll lose your best people and then you will have to go out again and hire people that you know should not be in the organization.

If I get organized, like Mike said, it all starts there. He's right. So knowing having organization, knowing what I want and what my expectations are and who can achieve those and who to delegate them to Organization, man. Mike's right. She's right. She sees the jobs. Job site notes, the day of the job. Well, when's the job even scheduled? There's a lot of things that. It's me, I, I just. And I have to get organized within my own life. My desk does not look like this. There's a bunch of sticky notes and stuff that are not on here. They're not on my walls and everything else. And we, we tidied up some to. So we took away some of the destination organization. But you can tell by the fact that who runs a business blind without knowing their financials? How. What kind of business is that? Are you making money? Are you losing money? Who knows?

Here's the deal. We want to have a month worth of revenue to check off liquidity. We have $140,000 in the bank right now. Right now. That's a month worth of revenue. Not a problem. Leads. We're six months booked out.

Anything more than one month? Month. I check this off. How often do leads come in for project based jobs? Like once a week?

No, like I might see five clients a day.

You're even five clients a day.

Some days I see seven customers.

Why would you not raise prices? Why have you not raised prices. This is like screaming to raise prices.

I don't know. I.

It's fine. It's fine.

Like I.

Great level.

I don't know that my $70,000 job could be a hundred grand, you know? I don't know. I don't know. But you're right. I mean, but then what's that based off of? I don't even know. I don't even know what my number is. I think I'm charging this, but making.

That the real thing is you don't know if you're six months booked out. You think you are based on a couple projects in your brain, but we don't actually know that's right. If we stop leads today for the next six months, we should be able to project our revenue. If you're six months booked out and if you're going to tell someone eight weeks and then push them off A, bad customer experience. B, you're going to overload your crew. And now all of a sudden like we gotta get this job done because this customer's freaking out. And it's really just a scheduling problem that you put a job on that should have been six months from now. And now you told them two months. So you're setting up your ops for failure. The handoff from sales to operations falls apart when the salesperson over commits. And you can't really commit or not based upon the fact you don't know if you're actually fully booked.

Right. That's one of the biggest things you hear. Nobody even called me back. Or nobody this, nobody that. Like we. We want to answer the question before you have it. There's a lot of what ways that I'm operating the business Wrong man. I have to. And it all comes back to that organization. That's all I can think about now. Ever since Mike wrote it down and started pounding on it with his finger. Organization. That's all I can think about now. And my mind naturally wants to go to a solution over here that I'm not ready for. I don't, you know, me trying to solve stuff down the road might kept having to pull me back into the now of getting the organization bend that.

You'Re taking big, big product in your mind and be like, okay, like that one's a two month prior, that's a month product. Great, I'm six months booked out. But we don't with confidence where we can run a cash statement of cash flows and like for the next six months these will be our revenue. You can do that if we have Clean numbers, right? Yes. Now, could you approximate that number for me? Do you think it's 20% right now?

No, it's. It's in the 30s somewhere.

Somewhere like about a third of customers.

Oh, yeah.

Okay. So if you're getting, like, let's call it five estimates a day, and you're getting a third of them, accept, that means a one new job a day, approximately, getting accepted.

Oh, yeah.

Okay. What's the average. Average ticket size on average. And we do everything from 70,000.

Yeah, well, we carry a minimal of 2, 500 bucks no matter what.

Really? Okay.

Yeah, no matter what. If we're gonna come work, because we stay. So, like, I just. We would love to service everybody, but we just can't. So, like, Honestly, like, between seven and $10,000 is an average ticket price.

Okay, okay. Okay. Two, three years. It's 90% projects. Oh, yeah. Okay. So you still have lead flow. Your clothes ratio must be really low.

It is, it is.

So first type of organization we have to establish is your balance sheet. Profit losses, or financials. We have to clean those up first. The next step is getting into a CRM. I just need it in there. So that way you're able to go to estimates and say, I sent 40 out this month and 20 are accepted. Great. 50% close ratio.

If what you're doing right now isn't working, you need to ask someone that's doing it that it is working.

And Mike has those receipts. They're online for everyone to see. So one thing I've started doing this year is fluctuating my price based on how far booked out or what time of season it is. I saw you say something about that on an episode. So I've started changing that. Like, if I. If. If I forget how it goes. But if I don't need to close, it should be in the 30s. Right. I should be performing a little bit lower. But if I'm. Whatever. Right. So it.

We don't know our close ratio.

No, we don't.

Because we don't put in serum.

No, we don't. I just go through and count declined and accepted, like, Right. It's not good.

But I think from a labor perspective, from what I have heard, we have reduced the cancers. We have a good culture. People want to be here. So, like, again, another pass.

Yeah, and that's huge, too, because I feel like that's one of the biggest things. For one, if no one's here, who does the work? But it's very important to us that guys enjoy coming here. Guys have the Opportunity. I was telling him for more money and stuff.

But they stay because of the culture. Because every day we're gonna treat them like humans. If there's something that comes up with family, we're not gonna yell at you. Oh, what do you mean you can't come cut my grass today? But your wife's going to the hospital. No, dude, take your wife to the hospital like I please. Hey, and then we're gonna check in and can we send flowers? Like our guys are so important to us here. Like that is the main thing. If we made $5, as long as we could give it to them, I'm okay.

Let's make 10 so we can give them more.

Yeah, we'll make 10.

That's right.

This is so huge. This is just perspective. Just pers. Perspective is huge. If your business means enough to you, take the chance. Is he going to come out and tell you something that you need to hear? You're gonna cry or, you know, I mean, sometimes we need the tough conversation. That's right. And I, you know, nothing changes if nothing changes, dude. And knowledge is useless unapplied. Those two things right there, man.

The business is growing. You get a bunch. You're having a bunch of leads coming in.

Yeah.

Right. Like I am not concerned about the health of the business. I'm concerned about is the health of the leader. To be able to make decisions in this business with and, and prevent it from falling apart. Like a profitable, fast growing business can go bankrupt. And that's usually caused by the leader.

Yeah.

And the constraint, in my opinion when it comes to leadership is simple. It's just organization.

Yeah.

I see an entrepreneur has no confidence. And, and the, the reason that you keep falling back to like these things have happened in the past is because we do not have the confidence. And the reason we don't have the confidence, we don't have the organization to make decisions.

And so you feel trapped. And so that's why you go hire someone four times when you know they're not a good fit for the company. We will get organized so that we can have the confidence to make decisions. That's it. And without you as an entrepreneur, the leader not making decisions, this business will fall apart. From a six week plan perspective, we need to get clean financials in the next six weeks. We need clean financial statements, a profit and loss loss statement, balance sheet and clear categories to be able to put each transaction into. This will allow John to have the metrics of the business that are clean, simple and easy to understand. And he'll be able to see the impact of future decisions. Before we start changing the business, we've got to have clear numbers.

I'm just ready to get off of this.

Clean financials is step one.

CRM commit. And I mean I do not care if you use commission copilot use anything that you will just commit to choose one, go all in on it. So all of the data and the numbers of the business are in one spot. This will allow for future decisions in the business to be made around budget hours, efficiency and what he pays his team. Once we have this stuff organized, you, you will be great at training. You'll be great at figuring out what the system for training is, what we need to have for protocol, etc. Once that's done, it just we would have to like the moratorium has to be we do not take cash out of the bank to turn around this business. We've got to have a moratorium, a stop a complete halting of any cash withdraws. Stop going to the bank or going to the ATM and withdrawing money. When I say no cash withdraws, that is a bundled term of we have to go get credit card and we have to set up payroll for QuickBooks to go through direct deposit. And the last but not least, the thing that we can actually do today do raise prices across the across the board for his labor, for materials, everything needs to go up at least 20%. So I happen to believe if you raise price by 20 across the board, every single thing. So if you have a spreadsheet or however, you just raise across the board 20% and then everyone here gets organized and you start simplifying services. Jobs get done on time because now we're doing the same three or four things all the time. If that happens, you will book out further, you'll get more jobs accepted and our close ratio will slip from what I believe is 25 to 30, 30% to 50% while raising our prices by 20% which will double our profits. Like everyone goes through stuff in life and in business and things you're ashamed of and dumb stuff you do. But if you're going to turn around, it means rejecting the old self and like the old business way. And so sometimes just like a break and like, hey, that's different. Like if you judge me based on my past, that's fine, but I've done a turnaround. Like I'm different now and sometimes it's just a good mental break to be like this is a deep different me, a different manager. I'm a different owner I'm a different entrepreneur, and therefore I make different decisions instead of, like, always synthesizing it through the past and all the hurts you've gone through. So let's focus on that, because if you do that, you will then get a lot of confidence. Oh, I now know with certainty that I am underpriced in these jobs. No one will care in two years when you have great, great profit and loss statement and great balance sheet and they're giving you credit and they're happy because your tax returns are all cleaned up and everything's looking good. No one cares about having happened three years ago. Like, just cut it, get rid of it. Don't stop thinking about it. Stop dwelling about the past and the hurts and stuff like that. It doesn't serve you. Stop identifying as the hurt entrepreneur instead of like, okay, I'm moving forward. Your identity is not that then, but I really care about you. Like, this is not a facade. I just care a lot about you. I know what it's like to be in your situation in terms of size of business and the frustrations you're feeling and what it's like to be struggling with a past, too, and all the hurts and the issues and the problems, like, that's not you anymore. Like, a different John hall will come out in six to 12 months. If we just get some of these early wins, we empower our team and we. We start executing.

Like Mike said, you have to reach that pain threshold where the change becomes worth it and you gotta commit, man.

So just start with these early wins. These are not hard. You can do these. You can absolutely do this. I believe, like, 100% you can, can do this. So as long as the pain that you have now is greater than the comfort that comes with talking about your past, you'll be okay. Stop talking about stuff, get over it, move forward, be a leader.

Roger that.

Let's go, dude.

Yeah. And again, knowledge unapplied is useless. So not only receive, but implement.

I don't guess you guys will be surprised to hear in six months that we're gonna have done everything on that. So I'll have two of them done by the end the of the day.

So race prices was one of the first ones, and we did that immediately. So we've gone to 140 an hour on hardscape, 120 on landscape, and after we get out of these contracts, we're not accepting anything less than $100 an hour. Cutting grass, no more cash withdrawals was the other one that we did immediately. I Raised my limit. Limit on all of my cards. And then I went and got a $10,000 secured card so that we don't have to do the large material transactions in cash anymore. So those were the easy ones.

The guys collectively called for a meeting and rightfully were like, hey, man, you know, you know, you got what you asked for. You, you have the right guys. This place is chaos. We, we need some better system systems and some more information so that we're prepared to do these things. We're doing them not only correctly, but within reason. Right? Which also goes hand in hand of transitioning cost and stuff over to budgeted hours so that we have an actual KPI to track. So which is what I'm the most excited about. You know, Mike said it pretty well that good people will leave you like, and that includes my managers. And Tiffany had a couple, couple tough points too, since that, like, this is intense. So admittedly we're still experiencing a lot of that chaos.

We're gonna do a million dollars this year. Like.

Every time I turn around, I'm selling a job. The guys are productive. Jobs are running smoother. We're still holding six and pushing seven and eight months booked out right now. I'm not running today. ATM to move from there to take this. We don't look like the dope boys coming in with the money. It's easier to track and that. So that's something else. The financials were not as easy to address. They were very chaotic. So we have ultimately decided to go with a new QuickBooks instead of fixing what's there because it's impossible for me or anyone to remember what they did with cash eight months ago. I promise, especially every dollar. And if we don't account for every. Every dollar, then something's missing. Luckily, we do have every paper receipt and every bank statement, so we will match those and input to get caught up from the past so that we're up to date so we have an accurate P and L.

Committing to a CRM. We chose copilot in the beginning. And like I told Mike, you know, he's. He's just a home service business guy, so he's very focused and we've. We've done everything except move our scheduling over to IT because we haven't transitioned our mowing over to budgeted hours yet, mainly because Tiffany and I haven't been able to get together in the office to transition the paper tracking that we're doing over to the digital side. So we, you know, we essentially have to turn the 32 mo's into this many budgeted hours, so that's the only thing we haven't done with it yet.

Mike told me that I. And I swear to God, this. This changed my life. Two things. I didn't have to be the hurt entrepreneur anymore. I didn't have to be the hurt guy, bro. I didn't have to be the hurt guy anymore. And telling me that nobody cared about, like, my past and all that dumb and everything that's happened that made me who I am, but is irrelevant, relevant now, today to continue to succeed.

You talk about a breakthrough, bro. I. I needed to hear that.

You don't have to be the hurt guy. You don't have to be the hurt entrepreneur anymore, man. Shut up. Nobody cares. It made you. You're doing what the 99.9 aren't doing. You're a business owner, you're an entrepreneur. You're doing something right. You built this million dollar business and you don't even know your numbers. You're doing six figure jobs. You don't even know your numbers. Imagine if you knew your numbers.

I'm going up, man. This is the best year of my life, bro. How, How. What a blessing it is to be right in the middle of what you prayed for. Yes, it's hard, but heavy is the crown, son. You. You want it to be successful. Yeah, whatever mindset. Mike came with that, that predetermined, like something else he said, man, was. I don't think. I didn't think you were gonna change. I move.

I'm so glad he said that. Please doubt me. Oh, my God, my hair is standing up. So I just, I loved that when, like. But it also made me think, like Mike has known me for 30 seconds. And before he even showed up, just based off of a video I showed or, or sent, he was like, man, this guy, you know, was he. Did he feel like he. Maybe he was wasting his time? Like, maybe this, like, this guy's. Whatever. I tell him, he's not going to change. You know, he said it himself, like, hey, you can ask my team. I didn't believe in you, bro. I didn't think you're going to change. Let me tell you. So let me tell you something. God puts people in your path for reasons, man. And I, I'm so grateful from that. Just gut check from Mike, just keeping it real in that moment. Like, dude, can you just like, shut up for a minute? Camera. No camera. I would have said this. Nobody cares.

It's really scary when you have nothing, you know, It's A scary business, you know, when you have no money, everybody knows you can have 80 grand one day. Wake up, you got no grand, you got zero grade, you know. So I got this crazy, you know, just this crazy thing. Like I call it my two to 162, man. Like I, there was a point in, in the business where I, I just made payroll and I had $2 and it was, it was.

Then all of a sudden, man, God just makes things come through all at one time. And the next morning.

Three deposits were made and my bank account went from $2 to 162,000. That's when we cleared on that big job. And like right in the middle of that, man, after I'd spent everything saved up and.

I call it 2 to 162, man. Always it like brought me to my knees, man, when you, you, when you don't know how you're going to eat and you got those zeros, change, like.

That'S.

Man, business alone is risky, dude. Like as an entrepreneur, you mean you were willing to go out on your own and try to do business and with the possibility of failing, but you won't go talk to Mike with the possibility of succeeding. Yo, you're already getting your ass kicked. Do something different, get paid for it. You've been getting beat this whole time. You can continue to get beat whether you talk to Mike or not. But Mike might be able to like, yo, this is the thing.

Like, everybody's different, dude. Mike needed to come check me, but the 18 year old kid he went and talked to, he just needed some, like, some guidance on this makes sense and this doesn't. You're 18, you don't have experience. Oh, dynamic. They, they have a little bit more experience, but it's chaos around here. And the entrepreneurs walk around like this hurt guy, but you're not. Straighten up, chin up, chest out. Lead your people. They need guidance, bro. Make decisions, get it done. Stop hesitating. You know, all these things, do them. Pick somewhere. I've been leaning into AI a lot more, dude. I got chat GPT. I got the pro version. Just so like Chad GPT ain't got adhd. When I talked to him though, he's like, yeah, you're right, you got a lot of thoughts. But this is sounds like what's important and what's urgent. What are you going to lose, Mike come out for free, man, every listen, tell that to everybody. Everybody thinks Mike's getting paid. I didn't pay Mike nothing. I would have bought him lunch if he wasn't in such a hurry. He's too busy checking me. Hey, man, grow up. What are you doing? Next time I see you, I want you doing 10 million. Do it, man. I would do it again. I'll do it right now. Put this in as my submission video.