This Is When You MUST Separate Residential and Commercial

In this video, we're going to be going over when it makes sense to actually create departments inside of your home service business for different service lines or even for commercial versus residential. There's a whole bunch of other questions that I had with several entrepreneurs inside of HomeWorks. And if you'd like to be on one of these calls and ask me questions, go ahead and sign up today. Go to home.works and join the weekly masterminds.

So we're unapologetically generalist. We're going from— I'm looking at the spread of our services. It's massive. We have our hands in everything. We're an all-in-one stop, one-stop shop for apartment complexes. But my big question is, as we grow, we have to specialize, and we have to specialize. Certain teams can specialize in, right? So we build basically a division of carpet cleaning, a division of gutter cleaning, a division that is specifically for turnover maintenance, turnover repairs, so they'll allow technicians to hone their craft, specialize, get faster, get more efficient. Have you seen companies try to bridge that gap, and what are some of the keys in order to do that well? Or what are the— some of the things you've seen that they just failed miserably trying to get from generalists to more build departments?

Great question. Um, quick question, just so I can clarify, Matt, um, how many technicians do you have in the field?

7 at, at once. Yeah, 7 guys. Yeah.

So I think when comes to handyman, a lot of people go into divisions too quickly, and by doing that, they splinter the amount of people in each division, meaning you only have 1 or 2 people that know how to do specific tasks. And so you actually create key man risk. And so until you have a certain size, divisions actually make way more key man risk because if one person leaves or maybe someone calls out sick, all of a sudden we're in a world of hurt. And so the generalist concept, it's the same thing as actually the admin where I also require them to do all these different things. I can't really get just someone for phones, just someone for payroll, just someone for AR, just someone for repeat. Like, I can't do that until I'm large enough. I think I've seen people do is they've hit up against 7, 8 employees, always where they feel the pressure. They'll division, they'll do divisions as a band-aid fix instead of how can we simplify and standardize this and then be able to get to 20 technicians and then do the, the divisions and actually like 3, 4, 5 people in an apartment, for example, like outdoor, indoor, commercial, residential. You know, you can start breaking up and splintering it however ways you want, but I think that most people could take your current services. Okay, let's say we offer 15 things. What are the 2 things that are constantly pulling you back in and constantly pulling in specific people that the generalists can't get done? Those would be the things I'd be trying to chop because I then, once I do that, I can then triple or quadruple the business in size doing what can be more standardized. And in your business, it's less about simplification and more about standardization. 'Cause like simple doesn't happen. It's all over the place. But can we standardize what kind of gutters, what type, which ones we're able to touch, which ones we're not going to touch? And you know, the 20% that causes 80% of the problems. And if you cut that, usually I see handymen because the claim to fame is we do everything. They box themselves into basically usually a 7 to 10 person shop because everything ultimately still hinges on one person knowing everything. And so I would try to remove those bottlenecks and then scale it to the point where then dividing and making the divisions is, is actually permissible.

Perfect. That really helps. Appreciate that.

You got it. Eddie says, when it comes to buying trucks, I've always wanted newer to avoid short-term maintenance and having a unit out of service. Do you prefer getting trucks cheaper for a better price or newer units? Yeah, the video I made on Tuesday, I went over this in depth about new versus used. If you're going to be in business for a long time and you do not have a lot of mechanical experience, new starts to make a lot more sense because you pay less in maintenance, less in downtime. The reason you don't hear me talk about a lot about it online is because most businesses don't last 5 years. And so if you're going to go buy new and in 2 years you go out of business, you just took a huge depreciation hit that you might not get if you bought a 10-year-old truck. And so publicly, I will say usually much more around used because the vast majority of people listening to me will not be in business in 5 years. But for those that are more established. And this is where we start doing above a million. You've been established, you know, you're going to be doing this for a long time. Buying new, when you look at cost per mile, starts to make a lot of sense. All right, Daniel, go for it.

I was thinking of actually implementing P4P just to bring up the motivation. So I'm going to be bringing in a lot of new hires. And if I want to sell them on the vision of the company and where we're going, I think P4P would help a lot, right?

Yeah, I agree. Do you have a specific question or do you mean—

Yeah, like, how would you— how would I go introducing it? Like, to all my, you know, the whole team, everything.

Yeah.

I think based on what I remember us talking about before, I still think personally I probably wouldn't MP yet.

Okay.

Mostly because if you have not done budget hours, you're basically asking for a mutiny in 3 to 6 months when they think that budget hours are off, you're screwing them on money, you're not estimating jobs correctly, et cetera. Personally, I would just make sure that what you're paying them per hour is less than or at what your base pay on P4P is going to be down the road.

Okay.

So that way when you do implement P4P, you're like, hey guys, guess what? Here's this new thing where you can make more money and there's no downside. Now the pro— yeah, the problem is if you start paying them $25, $26 an hour, for example, and they're like, all right, base pay on P4P is $22, they're gonna be like, whoa, whoa, whoa, there's downside here. And so as I would just focus on budget hours and you can track it, like getting in the software that this is all big rocks I want you to focus on. So when you do P4P, you're confident cuz like budget hours are accurate. You already know their approximate efficiency score. You already know what you're, top performers produce in a day. You already know that your estimating is accurate. You could even connect HomeWorks to P4PSoftware.com without them even knowing. Bring all the data automatically with the sync and just be tracking all their— like, even if you did— I've done— there's actually a couple of people doing this. I saw this the other day. They're not running P4P, they're not paying their employees by P4P, but they do it. They sync all the data over to P4P so they can have a really easy dashboard of who's the most efficient employee. And that's the only reason they use it. Because it just brings over the budget hours, it brings the base pay over, it brings all their clock times and everything over automatically.

Well, I can do that then. Also, like I was thinking, if I didn't know my budget hours that well, what I could do even with the P4P software is just put like the total amount of revenue and then just, you know, 33%, you know, whatever it is.

Yep. That's called simple mode.

Exactly.

Simple mode. Yep.

Like, but you're saying still just don't just figure it out completely on budgeted hours.

How I would pitch this is like, hey guys, this year I'm trying to figure this thing out. I want to be able to pay you more. I want to pay you based on how hard you work. Here's what our base pay is going to be. But by the end of 2026, I'm going to figure out a system that if you work harder, you can make more money. Okay, then that gives you permission to figure the numbers out, connect over there, there, P4P. And then one day you're going to go in team meeting like, hey guys, by the way, most of you have been earning about this much on P4P versus what you're making down here. This system is only upside for you. And now you log into P4P as you complete jobs and homework, you're going to see how much money you're making in live time inside the P4P mobile app.

Mm-hmm.

Mm-hmm. That's the most, like, if you have route-based jobs or any sort of drive time, the most, the biggest reason to have P4P software, like the app, is that they can go from HomeWorks where they're clocking out jobs, doing everything normal. They hop over to P4P and just watch their thermometer cuz it shows all the revenue they can earn for the day based on jobs assigned to them inside HomeWorks. And as they complete them, they see that revenue being earned. Um, it's just like a huge morale booster for the team.

Okay. Okay. Okay. Thank you so much, Mike.

You got it. All right. This is a great question from Daniel, and I want to dive into this because recently we've heard a lot about fuel prices over the past few months, and I've seen people freak out about fuel prices and headlines, and it's in the news and it's politics and it's economics and people are freaking out. And so I ran analysis on over 600 home service businesses and their financial statements. And what's crazy is that on average, about 4.5% of their revenue was being spent on fuel. Okay, not nothing, but like, it's only 4.5% in comparison to wages, which made up 57% of their revenue. 57% of it was going out the door to wages and labor expense. And so this question that Daniel's having around Budgeted hours, pay for performance is, in my opinion, the most important thing. That's why inside of HomeWorks, we talk about budget hours for every single visit. It's on the calendar, it's on the dispatch board. It's when you create every single visit, we're tracking your budget hour capacity because this is the thing that actually moves the needle. Making your crew efficient, having software and systems, it's going to move the business dramatically more than a couple percentage points based upon fuel prices. And so I encourage you to not buy into the hype. Not to get distracted with all the noise and just focus what actually moves your business forward, which for home service businesses, it is making your labor efficient. Use budget hours, use pay for performance, and use HomeWorks as your software. Got it. Matt, go for it. We got, we got a two-person, we got a two-person Q&A today. Let's go.

Yeah, I got another one on, um, searchability of the time card app. I don't, I don't even know what the term is for HomeWorks, but So we do a lot of time plus materials work with property management type items or turnover maintenance for rental properties, that sort of thing where it's a time plus materials charge. And we rely heavily on QuickBooks Workforce right now for that. So we pull up reports and our accountant who's in the chat, Jennifer, she's our backend bookkeeper. She does a lot of that and goes through all the minutia to make sure we don't miss anything. How does that work with homeworks and your time tracking?

Yeah, so what's nice is, assuming they're using a company device or they've enabled tracking on their device, which for us, we just require it for all our technicians. I know some people get their own devices for the company. We can, we have breadcrumbs throughout their entire day of where they're at. And so you can always use that as a way to prove their time tracking. It's helpful if they forget to clock in and out, for example, you can just see where their truck was when they showed up, when they left, all of that's in the breadcrumbs. Um, the second thing is every single job on the Field Force mobile app they have to clock in and out of, and it will remind them if after, after, after, if after 5 minutes they enter the geofence around that property, if they haven't clocked in, it'll remind them. It'll pop up and do a push notification. Same thing when they leave. It'll be like, hey, you left. Did you mean to clock out? So it reminds them kind of twice there. One thing that we, because that, that, that feature just got added a few weeks ago, Matt. Um, what we were trying to do in the future is also allow that, 'cause we already have the data, when they entered the geofence, when they left, as suggested clock in and out times on the dispatch board to your home office in case they don't clock in and out. So in the event that someone does forget and they, and they also don't see the, the notification, um, and somehow it still happen, in order to prevent you from having to go and see the map and see, okay, when do they actually leave there? We wanna be able to present that information right on the dispatch board. You're like, okay, that makes sense. They left the geofence. Okay, accept it. 3:48 they left. Um, nice. And so right now, those are kind of the 3 ways that we sort of triangulate making sure that's accurate.

Awesome. And a quick follow-up on that is, so some of our techs, um, I have my, you know, A-team, B-team on certain jobs, right? They specialize in a few things they're really good at. One of the things that I'd love to be able to do, and I know it's possible, I just haven't been able to figure it out, I'd like to see how it works and how it works, is how to analyze based on, um, job type the productivity level and how quick they are and how efficient they are and be able to bring that to them in performance reviews and those types of things and just to encourage, help them, how can we help them solve some things or shift them to a better area of strength? How does that work within HomeWorks? Because I think if I've heard you, I think you're pretty big on that, that type of analytics.

Yeah. So budget hours is kind of like, I would say, the thing that's through and through on HomeWorks, like budget hours versus actual hours, i.e., the score is the metric to be able to do this, like in one-on-ones, in our performance, in our weekly huddles, in our daily huddles, like is all we talk about is efficiency score. So that's why like when you see budget hours on every visit, every single meeting, every single job, that's why, um, that's the number that's gonna be the easiest to use with them is like, hey, did you hit budget hours? That's like the easiest 'cause they can see it. It goes red on their device as soon as they start going over that time. Um, the more granular approach is actually tracking efficiency score and actually having a scoreboard or compensation tied to that and moving in the direction of a more, more like a pay for performance. Performance situation, um, that's when you would actually take the budget hours and the information there and actually utilize it to change comp. Um, but that's what I would be using is really it'd just be budget hours divided by clocked hours. There's efficiency score for your type of work where they're, they're tracking their own time. Everyone's like, oh, like now all of a sudden efficiency doesn't matter. It's like, well, like there's still a lot of drive time, unload time, material pickup that can really be squeezed. And so we still encourage a lot of the handyman that use HomeWorks still track your budget hours, still track time on jobs because it's still a great mechanism to improve their performance as well as be able to compare and contrast, you know, A versus B versus C team type situation. Like what are the actual efficiencies? And then also being able to budget, like how much can I pay them because they're 10% more efficient, right?

Nice.

Appreciate it.

Thank you.

The one thing it doesn't do, Matt, right now, just to go back on your point, sorry, is there's no report now that it's like, hey, what's our efficiency score on bathroom remodels versus kitchen installs? That right now, there's no granularity around that. It's much more around the individual days, the weeks. You can pull the whole dispatch board up and see all the budget hours on every single visit on the dispatch board. As you see them, it'll go red if it goes over budget hours, it'll go green if they complete the job and it's above budget, like they beat budget hours. So, you know, every industry is a little different. How do I want to present efficiency to my crew? Like we track every minute. In some, some cases I've seen in handyman, it's like, hey, let's just track number, like percentage of jobs that beat budget hours, for example, or on time and on target, on, on budget kind of thing. So the level of granularity you use and how much you comp on it or give profit sharing or whatever it might be, it's kind of up to you. We don't really do the reporting right now, though, based upon service. Just to be clear, I don't want to set false expectations there. Yeah, I have seen some people export the data put it into like a ChatGPT and then do that analysis. But we don't have like a quick, easy way like, hey, I want to know what my efficiency is on these 3 different services across the entire team. We don't have that now.

Got it. Thank you, Daniel.

You're up.

I'm going to hire my first admin this season. I had like a kind of a customer service person overseas, like a VA last season. And I watched your video about how you say about VA versus hiring in-house, right? And you mentioned how it's like a lot easier training in-house, right? but it's obviously more expensive, right? But I just wanted to know, like, what's your advice on, like, setting up my admin this season for success? Right now my company is from— we did $1.1 million last year and our goal— my goal this year is to do around $2 million. We just do lawn care, right? What system should I put in place, like SOPs, like to make her succeed in her role?

Do you already have an office, Daniel, that you pay Shopprint for?

Currently this season I'm getting an office container. And I'm going to set up another generator and then I have like all my trucks there. Okay. Yeah.

Does it— is it like equipped though for an office?

Yeah. Like it's going to be an office container. It's going to be nice. I'm going to decorate and like make it nice, make a, you know.

Okay.

But is it like a shipping container or like a portable? A shipping office?

Oh, wow. Okay. But it's— it has like— it's insulated, like has AC.

Okay.

It has heating.

Yeah, we did that. We did that back in the day.

Okay.

Yeah.

As long as your rent's not going crazy, you know, I think that if you're going from $1 to $2 million, I think having an admin in-house and full-time is, is probably worth it. Let's assume they're $70,000 a year. That's, you know, 7% of last year's revenue, but 3% of next year's revenue. I think I would, I would make that bet that you could, you could utilize them. I think the thing to be careful of is not having systems in place for them to actually be efficient. And so if you have those things nailed down, I would try to bring them in-house. And then as you scale past $2 million, they could potentially— they could be your office manager. Manager. And then when you get a VA, whether it be in the US or abroad, there's someone else managing them and making sure they actually are set up for success. So like, as you scale, you could go virtual again, but the first office manager really being in person, learning from you, learning from the crew, being there is highly rewarding.

Okay. Okay. Get what you're saying. So like, make— train them as much as they can, make them succeed, and then make them replace their role, automate as much as they can, build systems. So And then they can get replaced and move up, right? Okay.

And then too, like, if you get someone and they're like, hey, I'd like to eventually work hybrid, you say, great. As, as we— as you create systems in all these departments and you get people virtually to be able to handle them, you can move to where you only come in the office once or twice a week. For example, that would be a perk for them to move hybrid as they employ people that are virtual. And you're probably not going to need that person. But once you hit $2 million, they're going to need an assistant, right? So you would reward inside their initial, like, $30,000, $60,000, $90,000, $180,000, and $365,000 in their onboarding doc, I would bake in there their comp stuff, benefits like working hybrid, the expectations that, hey, as we hit these revenue markers, I expect you to be getting like someone to be able to handle phones, someone to be able to handle payroll and QuickBooks, like bake that all into their, their onboarding document.

Okay. Okay. So when they bake it all into the onboarding document, make sure that everything's clear, right? Okay. Cool. And then I like, what do you think? Like my goal is here, $1 million to $2 million, right? Like I'm going to hire her, right? It's going to be around the $60 base. And then I was thinking, because I also was, I might want it to go as well, like with a customer service rep in the Philippines, just, you know, pay like $6, $7, $8 an hour, right? Or whatever it is, just to handle like a couple hours of customer service calls in case like my admin, if she's answering, like, you know, she's doing a lot of stuff, she can— the customer service can help out, right?

Yeah. So I would, I would bake that into probably their 90-day is getting that person set up and that they're— because you don't want to— if they both start at the same time, you're asking for chaos, then both of them will fail. If you get the first person established with systems and then they learn about the role, they learn about the process of how you do things, the industry, how you want your sales process to go, etc., then you have in baked into their 30, 60, 90 exactly Hey, you're supposed to be looking for a VA after 30 days. I expect you to hire them 30 days after that. I expect it like, so just create a really solid roadmap. Everyone overindexes on onboarding when the actual job description should just have the 30, 60, 90, 180, and a 365. And, and then it just, the triggers for when their comp goes up or they get other rewards.

Okay.

Wow.

I never looked at like that 30, 60, 90. And then so creating a roadmap of vision so they can, they can know how to succeed.

Okay. The reason you're willing to pay, the reason you're willing to pay more for that first admin person and you're gonna kind of overpay, quote unquote, is going to be that they set up admin for you. And so you just make sure that them leaving doesn't handicap the business. So they've got to document everything, they've got to have systems, they got to have screen recordings, etc. But then bake it into where you don't hire the VA, they do.

Okay. So another question I have. So every season, like here in Canada, I actually don't do any winter services just because I don't really like snow and liability is too high over here. Um, but every season I struggle with like getting new guys, you know, filling up the roles again, right? Um, this past season I had on like about 8 guys, about 5 of them are coming back. Some of them went back to school and stuff. Actually, 6 are coming back this season. Um, and this year I have, I'm going to have 7, 8 trucks on the road. So I need about like, you know, 12 to 14 guys, right? Um, I need to do a lot of hiring, right? So what's your most efficient, most effective way on hiring? I already post a lot on Indeed. But what, what's your, what's your take on that?

Yeah, so two things. First off, you can set up customer types inside of HomeWorks and just change it to a custom name and you just call 'em applicants. So that way when an applicant comes in, you could just put them inside of there and set them up inside of an automation. So for example, you could set up in-person meetings that are actually called in-person interviews for applicants and set them up on a reminder sequence to actually show up to an interview. Same thing, we do the same thing when it comes like first day of work after someone accepts a job, I'm gonna set them on an automation sequence to get like they learn about pay for performance, they learn about open book management, they learn about the 3F program, what we're about at Augusta. Like all of that is trickle-fed to them before their first day. And you can do that by just changing the applicant or the customer type inside. You can customize it to be applicant. That'd be the first thing. Second thing is use Indeed automations. If you're paying for an ad, you usually get it already, and that is where it automatically is going to send them a text, an email, etc. And then I would use those to actually send them to a video application. Because right now, especially with everything in the current labor market, you're going to actually have a lot of applications on Indeed. So we usually get 50 to 60 applications over a weekend at one of our locations if we put up a job ad. I do not want to go through 50 or 60 applications. I don't want to send 20 interview requests and have 5 people show up. So what I'd recommend is use Indeed, use the automation, then send them a link to ask them specific interview questions via video. Via video, because from that video you already know the top 2 or 3 people out of those 50. And instead of, instead of inviting 20, blocking off 2 days of your work schedule to do interviews, and then 5 people showing up and 2 of them being good, you'll just get the 5 people that are good to submit videos, and out of them you'll choose the 2 good ones. So this didn't work back in 2020 and 2021 because we were all just like, if someone could just have a heartbeat, we'd hire them. Now you're going to be overwhelmed with so many applicants that you actually making bad hiring decisions because you're just overwhelmed with the number of applications. And so you actually need create more filters in the hiring process and I would implement video. We use Spark Hire, but like we get it for all our owners for free, so they don't pay $500 a month. I would not use Spark Hire if you're just doing that many employees. It's pretty expensive, but you could very easily have like a Google Form. They— and again, that link to the Google Form could just be set automatically from Indeed as soon as they apply. So you apply on Indeed, automation triggers out, sends them a text message. Here's a link to a Google Form. Please answer these 2 or 3 questions and submit the videos right from your phone. Google Forms isn't so bad. It's not like the perfect user interface, but it's good enough for them to open it up, make a video of themselves, attach it, and submit it back to you. I would do that.

Okay. Okay. Thank you. Yeah. So automating the hiring role. Thank you so much, Mike.

Yeah, you got it. Patrick, go for it.

Awesome, man. I've been a longtime follower and lurker here. I just—

I'm a lurker.

Let's go. Yeah, I just started my business in September. I was a fireman working for the man. I was actually doing some pretty cool stuff, but God had a different plan for me. So I'm just getting started. I'm learning a lot. And I'm actually looking at starting to handyman business. So maybe Matt could actually help with this. I guess my, my biggest thing right now is just getting started, just trying to get a client list going. And so any word of advice you can give me for that, I guess I do need to go door to door and kick some doors in and meet people for sure. I'm looking forward to doing that. But property managers, you know, going around and talking to all those people I need to do, but just any advice I can get would be awesome.

Yeah, one of the things I think when it comes to handyman is you got to really determine, are you going commercial, you going residential? And so because if you're doing residential, yeah, you're going to door knock, you're going to run ads, your website's going to look totally different. I see this all the time, especially electrical, HVAC, etc. Like their website looks residential and then they go into commercial. It's like you have to have a clear brand image when the customer thinks, I need something, they find on Google, when they come to your site, it screams residential or commercial because the The last— the best way to get rid of a customer and reduce your conversion rate is for them to think, this is not for me. And so I would choose one of those lanes. Doing both at the beginning can be very difficult. I would also think— I'm assuming you have tons of handyman skill, and if you didn't, I'd say go get a job because like handyman is one of those things. There's so much variety, like you got to know what you're doing. And there are so many handy businesses that do such a bad job. It's so bad, it's so horrible. And the good thing is it's like, hey, if you do a good job, you kind of get— you got a lot of work coming in. And so I would really be very intentional about choosing residential versus commercial and then choosing your brand around that. So being even like the logo of the website, your ads, it needs to speak to either of those consumers. So like putting a fan, a dog laughing is not going to speak to a property manager as much as a much more commercial looking site and logo. And so I would be, you know, given that you're so early, I'd be very intentional which direction I want to take that.

Okay. I guess any advice on which way I might, I might go on that?

Well, so if you go commercial, it's much more who you know, property managers, contractors, you know, large landlords, etc. If you're going the residential side, no one thinks about their broken toilet until they have one. And so then, then you are going to go much more traditional advertising route. And if you're like, well, I don't know which one to go, then you might just start running ads to a site and see what comes to you and what sticks and what you like, etc. That is usually a pretty unprofitable time because you're figuring so much out at the same time. And usually it's hard to show yourself as the professional or like the expert when you're kind of testing out all the waters.

Okay.

Matt probably has something to add to that. Go ahead, Matt.

Yeah, sorry, just had to throw something in there for you, Patrick. If your personality is one that you like to you'd like to meet a lot of people and you'd like to talk to a lot of people and you just get a lot of energy from that, I'd go the route of residential. If you are not so much a people person, you'd like to have a few, maybe 7 to 10 relationships that you can manage, I would go the route of property management because then you'll be able to have a lot of work from a few people, few relationships. So I would go door knocking on lots of property management companies, real estate offices, bringing your business card and talking to them because a lot of times they're looking for somebody that's a one-stop, just a handyman that they can use on their properties. That's my two cents.

I guess that'd be the easier way to go for like kind of recurring revenue and like customers kind of bringing me work and not having to keep going out and finding new customers and new customers.

And it might be too bad, like at the beginning you kind of take on both because running the ads or reaching out to your personal Rolodex might immediately get you busy on the residential side and then just over time build that book of business on the commercial side. Right? Because everyone wants those property managers. Everyone. So it's a harder— it's a slower grind. I almost look at like one-time jobs almost as like your residential. And like long-term, I'm trying to build the recurring revenue or the more stable revenue of the commercial side. Just remember, everyone's going for that. So.

Okay.

All right.

Well, thanks, y'all.

Okay. Eddie says, great insight, Mike. Thanks. Another question for you. If you're running a two-man crew mowing and landscaping, what's a good benchmark for that crew to produce in revenue daily? So I wouldn't think in terms of revenue, Eddie. I would think in terms of efficiency score. So typically I want everyone over 70% efficiency score. That means on a 10-hour clocked day, 7 budget hours of work is getting done. If you have an elite team, they'll be over 90%. Very little waste. If they're under 50% efficiency, I have yet to see a home service business that's profitable and scalable with a 50% or less efficiency score, budget hours divided by clocked hours. And so those— that's what I'd be focused on because How do I make them more, you know, more revenue per day? I just increase their hourly rate, the cost per budget hour, right? So if someone's like, well, my guys are working super hard, but they're making $40 an hour on budget per budget hour, we're not gonna make much revenue. If they're making $150 per budget hour as skilled laborers or you're really in profit mode, you know, the revenue is inconsequential. It's how efficient are they. That's really the move thing that we want to track. Michael says, I have been doing research in my market. It appears that my main competitors do everything from weed control, fertilization, any service you can think of. Is it an advantage to be starting out in the market and just offer the basic mowing, cleanup, small project, clean, cleaning gutters? I think in general you'll penetrate the market faster if you specialize because you'll get good at it. You'll figure out what works in terms of marketing faster. The generalization usually helps with churn because the more services I can offer to someone, the less likely they're going to try someone else out. And the likelihood that person has the service that I offer is high, especially if they're an established player and they could potentially take my customer. And so many times I actually see growth happens in terms of service count as a way to lock in and reduce churn of my customer base so they stop using other providers. Uh, churn is always lower for customers that use more of your services. And so I, I would look at it as much of a retention tool, but to get started, I would focus on one thing because you can get really good at it from a sales, operations, and admin perspective. If you start adding fertilization, weed control, and all these other things, I've got to train admin on how to handle all those calls. I've got to sell all these different verticals, which are all very different when it comes to how you're going to run these ads. So I would focus on one, I'd go deep, make it large enough to where now when I go roll out the fertilization department, it's a $200,000 line of business, not rolling out from day one where it's $15,000. I'm spending an extra truck, an extra spray tank, way more operational complexity. Awesome. Well, thank you all. I really appreciate it. Whether or not you join Homeworks, just want to say thank you for being part of the community and giving back to everyone. On YouTube and everything we're going to do with the books and everything. I really do appreciate it.