Why CoPilot is Basically Tesla - Episode 047

Welcome back. Another episode C Suite Unfiltered it's been a minute. We took some time off. You've been doing some more round or not Roundtable. Excuse me. Turnarounds.

Yeah.

So you've gone to. I don't want to spoil anything but Arizona, where else?

Last time was. And then Cincinnati was the second one.

Okay.

So if we do a two day, two business turnaround, like two businesses on one trip, then we were gone Wednesday, Thursday, Friday kills the pod. And then like next week we're doing three businesses. So we're doing Tuesday, Wednesday, Thursday, Friday kills the pod.

So it's all good.

Keeps getting black. And it's probably gonna be like more like every other week now.

Yeah, that's fine. I know you're a busy guy, so there's one coming out. Well, at time of recording today, you said it's might not be the most exciting, might not be the most dramatic.

Well, the reason it's not the most exciting, it's actually the mo. It has a really good story and we'll talk about that in a second. But the reason I said that on the Mastermind this morning was because we forgot the camera. Well, the cameras got stolen like in this transit on that trip. So literally we were shooting with phones.

Nice.

So, but I think we. I think they captured the essence of what was going on. And like, it was insane because it actually really caught like the employees literally coming into the office and, like the card is bouncing and like not going through at Home Depot. And then it happened like multiple times. And like, the officers are like, oh, this is embarrassing. And like caught all of that on camera. And then like we went to the job site and like, they hadn't called the customers. The customer like called them off the job. Like, it was like, yeah, there's a lot of stuff. So that one's coming out. That one's from, I think it's Missouri.

Okay.

Somewhere out there. That was from a couple shows like, travels ago.

And is that one going to be. You basically told the owners inside of Augusta, hey, this is like Must Watch. Not the most entertaining, but it's Must Watch. Why is it Must Watch? Give us the kind of the teaser.

It is. It is the result of getting distracted with other businesses. And what happens when the result of that and most time people point towards people are really successful. Like, oh, they did all these businesses. Like, no, they did one really good business. Then they went to a second one. Then they went to a third one. They didn't try to do 10 at the same time. And so he's trying to do real estate investing, hunting, his hunting business and lawn care and landscape at the same time. And really all of them aren't doing well.

Gotcha.

I should say the hunting one's doing the best and he should focus all his time on that. So literally this is the first time. And by the time, you know, people are watching this be out at the end, I literally, like, he should close the business down. And I say that.

Which ones?

He should close the lawn care business.

Okay. Oh, wow.

He should focus on the hunting business because that's where his passion is. It's where it's already profitable. It has the most scalability. And he's like, let go this whole real estate thing because he's literally just using like outside funding, like hard money loans and like other people's money. And he's like probably making a hundred bucks a month on it, but all the time and energy, he's the sweat equity with other capital in. So he's like, oh, there's no money in it. Yeah, you're making $100 a month. And so yeah, you can, you know, get creative with your financing all day long, but you're giving equity away. And therefore the, the meat on the bone is not enough to warrant spending time buying houses. And he's managing all the contractors and all the rest. I'm like, you're literally probably making a couple hundred bucks a month. Yeah, so. And then people with real estate specifically, they're like, well, I'm building my long term wealth. It's like, yes, why don't we wait five or 10 years so we can go buy 10 times as many properties and we'll build our wealth a whole lot faster instead of trying to like nickel and dime these little deals that are like, no money down, where you have no equity because like, real estate's where the money's at. Well, yeah, if that's where you always spend all your time, energy and attention, you're probably going to do a lot better. But if you're trying to do that and five other things at the same time, none of them are going to work. Well, yeah, and so I literally told him like, he should close down his long care business, he should stop doing real estate and he should just focus on his hunting business.

Yeah, that was going to be my guess too, when you said it, like, just, I didn't even know the guy. But lawn care, real estate, hunting, it's like, oh, he's probably passionate about the hunting. Right. And I could see that being split And I've. I've been in multiple roles as an employee of yours where I am clearly more passionate about certain roles than I am others. And so it's like, how do we incentivize that? How do you support me to get into more of a role that I'm more passionate about than a role that maybe, yes, I can do, but I'm not as successful. There could be someone better suited for that role.

I had some thoughts about that.

Oh, good.

Yeah, we'll talk about that. I was thinking about you on the weekend.

All right, thank you. Yeah, I was thinking about you too.

Well, since you brought up real estate, this is interesting. This also came up on a mastermind. I. I don't know what your thoughts are on this. I feel like people would probably want to know. This is from mortgage reports dot com. So Fannie Mae introduced a 5% down payment option for multi family homes. What are your thoughts on that? Because historically it's been, you have to do 15 to 25% as like a minimum.

Yeah. So technically you're supposed to be wanting to live in the house for a year, 12 months. But again, with Fannie Mae and Freddie Mac, you just say you have the intention of living the house and you're fine. Yeah. And then the loan officer is like, yeah, don't tell me you're moving, like, whatever. That's how it's treated now. There's certain limitations. However, when this came out literally last month, I was like, this is fantastic. I could literally go buy 10 fourplexes and like, that's 50% down, like 5% times 10. So I would personally need about $400,000 to go get 40 units. That's a deal. Yeah. Now that sounds great in theory and it is good in theory. Here's the problem. Buying 10 different deals is going to take me a lot of time, energy and attention. It's not the 400 grand. It is the time and attention of wrapping up 10 different deals. That would be an absolute beast. Furthermore, that $400,000 spent on something like Copilot right now could be like, that leads to like a few more developers. Right, right. That leads to like an AI engineer that I could get. And like the return on that in the next 12 months would be greater than what I'd make in the real estate in terms of cash flow for the next five years. And so everyone's like, compounds and like real estate's more. More like stable is like. Yeah, well, my confidence level in Copilot is just as great, if not great. Estate market, especially in the short term. And if I can build in the short term my cash reserves, I can go buy the real estate later on. And so what my point was with the, in the mastermind was like, look, these are great opportunities.

Yeah.

Like the, like what Jeff Bezos said, he's like something along these lines is like the level of someone's success is determined by how many great opportunities they can they turn down.

Turn down. Yeah.

Because that means that you're focusing on the, the, the greatest of those best opportunities and that's where the greatest returns are met. And that's like for example with Luis in this, the turnaround show is like, okay, you have all these great opportunities. Yes. Real estate's a good deal. Yes. Your lawn care business has opportunity. Like obviously I believe in the industry you have hunting, like all this other stuff you're trying to do, like let's pick one and let's look. Let's look at the one that has the highest opportunity. And right now in the short term, it's your hunting business. Yep. Go make that way more profitable and then you can come back later on once that thing's kicking off cash and has a whole bunch of redundancy and delegation, then you build your laundry care business successfully without a whole bunch of debt.

Yeah.

And so in my mind, like this thing is a great deal. I think for anyone that is like quote unquote, non financial advice. Look at this deal is a fantastic deal. Especially if you get fourplex that has some land and you do your business on that.

Yeah.

You could kick butt.

Yeah.

You know up here, a four plex, you're looking at a minimum of 800,000. Like minimum. That's a old junkie fourplex. You're looking at more a million plus for four plex. Lots of parts of the U.S. 5, $600,000 will get you a fourplex. 5% down. You're looking at 30, 40 grand with closing costs to be able to be moving into a house, have three tenants and then have your shop space. That's a deal. Now in this environment you're going to be paying with PMI and all the rest of it. Like high insurance, high cost of interest, like it's a lot. Your payments are going to be very high. You'd be very lucky to even, just break even between the three tenants and paying off. Like you'd be very lucky. You probably won't. But the fact that you'll be able to live there and have it your, your business there, usually that can make sense of It. Even with the high interest rates. And then, you know, in the down the road, interest rates will come down. You'll refinance it like 4 or 5% versus 8 or 9%. So I think it's a really good deal for people, but I get concerned when people start spending time and attention on that instead of their greatest opportunity. And like, for an example, like this morning in the Mastermind I was talking about, like, I have to identify what are the one or two main things I need to be doing and everything else needs to be delegated or let go and cut. Mm. And I'm just trying to do that myself because, like, that's what I expect of the franchisees. And when you join Augusta, it's like, you're not going to do your lawn care business and these five other things. You're going to focus on your long term. And I did that for 10 years before thinking about anything else.

Yeah.

And so that's really what I was talking about this morning in terms, like, what are my two or three things I should be focused on? And everything else kind of goes, by the way.

So, yeah, it's kind of like the branching off of the real estate thing, but just opportunities in general. Right. You have. I feel like there's a lot of people fall into two camps, and entrepreneurs are usually in this latter camp. The former camp would be the analysis paralysis. Right. There's so many opportunities, I don't know what to do. Sometimes I find myself in that. In that spot where I'm like, you know, I'll listen to a podcast on, like, the stock market, and then the next week I'm, like, studying marketing. And then the next week I'm studying, like, sales. And I just, like, I don't know what I should focus my time and energy in. There's so many cool things I can learn, but I feel like entrepreneurs default to the latter. And that is just, like, diversification. Fomo, fear of missing out. Like, I have to do this. I have to try this. This is a great opportunity. The numbers make sense. Like, I must pursue this. The math adds up. And then you end up just totally diminishing the returns you could have had if you would have just stuck with one, maybe two things.

Yeah. Not all good opportunities are your best opportunity. And that is, I think, something that everyone should figure out. You rather be a employee or a business owner? There's always, especially in a market, we're kind of coming out of it now. But, like, especially the past few years when, like, everyone's hiring, it's it's tempting. The same way we talk about business owners for employees. Like, well, there's so many opportunities and everyone's offering a job. And so it's very easy. Like, okay, I can just, like, I can go from this one. And it's like, okay, let's think about 10 years from now. Where are all these businesses going to be? And are you going to. Is this the vehicle you want to commit to for the next 10 years? And I talk about all of it, all the time with business owners, but I'd say the same thing. The team members. Yeah. Typically when I say that, though, it's like I'm talking to my team and it feels like I'm trying to, like, retain them. So it feels weird for me to say that. But if I was saying, like, to any team member and be like, look at 10 years from now where this opportunity is. Because a job is an opportunity. It's an opportunity to learn. It's an opportunity to make money. And so you got to, like, distinguish, like, where's this opportunity going in 10 years? And is there enough legs on it for me to actually be engaged in it within the next 10 years? If not, then I look for other opportunities. Because the same way that I think most business owners think in terms of, like, the next bright, shiny thing, the same thing is true for team members. And so it's like, what vehicle you. Are you in as a business owner, what vehicle you're in as a job, and figure out, wait, what gives me the most latitude in the long term.

And some vehicles have better foresight or less speculation than other vehicles.

Yeah, right.

Like real estate. You know, there's been a proverbial bubble for, what, three years now? So, like, what's going to happen versus, like, you know, lawn care, landscaping industry, like, it is in high demand. Home services are growing. Like, I can grow the business successfully, have a good customer base. So it's just interesting looking at the levels of speculation down each individual route you could go.

Yeah. Like the. You know, obviously I believe in copilot, but honestly, when you look at, like, strip down the industries, I believe that Augusta has much more stability than copilot. Because copilot, I'm talking about software.

Yeah.

Like the most volatile thing in the world. Right. Then you have Augusta. Grass will always grow.

Yeah.

Leaves will always fall and trees will always grow. We will always be in business. And then you look at real estate. The reason it's so, like, stable is because, like, we will always need a place to live. Right. And so typically, with more stability, your returns come down. That's why with real estate, you're typically happy with 8, 10, 12% returns over the course of time. You know, if you're lucky enough in a crazy good market, yes, it spikes 20, 30%. That's not normal. It usually goes like 2% a year in terms of the value. And so the more stable industry, typically your returns are less. And that's why with software, you can crush it and make all this Money, like in 10 years, that software could be completely antiquated with things like AI, et cetera. And so, you know, Apple will absolutely not be able to outlive a piece of real estate. It just like it won't exist probably in a hundred years.

Yeah.

And so. Yeah, some.

Yeah, yeah, yeah, I like that. Well, let's. Let's talk about Copilot. I feel like it's been a few weeks. Obviously we took a week off and we haven't done kind of a deep dive. So you have had some pretty expected unexpected growth recently. A lot of people jumping in that year end price lock still goes to December 31st, but. Yeah. Tell me about kind of what's been going on at Copilot recently. Obviously, your corporate locations or the locations you own inside of Augusta are all switching over to Copilot this week as we speak. And we are fully committed to developing the software and using it. So give us some updates.

Yeah, so, like, everything just happened a little faster than I thought. Yeah. So everything was like charting in terms of like, projections. Yep. Up until like four weeks ago. And then I had that cutting edge conference.

Yes.

And that kind of started. Everything started blowing up.

Yeah.

And so I think it was the. In hindsight, everything looks good. Like, what we did was like, oh, man. Like, that was just very good.

And so Chef's kiss. Yes. And so, you know, and then last week, you know, other serums raised their prices. So within like 10 minutes, I'm scrambling on the plane being like getting a team together. It's like Friday evening. I'm like, guys, I know we were planning this in three weeks, but I need this in five minutes. Yeah. And so we basically started to advertise the price lock guarantee we had talked about internally with the, with the members, but was like, hey, it's time to go on the offensive. Yep. And so, yeah, it's been nuts. And so there's pros and cons of that. And so the pros are obviously the fact that, like, we are way ahead of our projections and submitting allow us to hire a Lot more people. And the cons are that, like, all the systems of the business get stressed. Because, like in lawn care, for example, during spring rush is when we get close to that stress. Like, you know, you're getting 10, 15 mowing customers joining all the time. The thing is, once you've done that for 10 years at the Bellingham shop, for example, it's like you kind of expect that you can hire up for it.

Yep.

We weren't expecting four weeks ago to literally, like, more than double the business.

Yeah.

And so everything is get stressed. Like, development get stressed. All of a sudden, like, our servers are bogged down and we. We must move to aws. Like, right now we're going early, like we have to, because things are slowing down. And then nick support gets overwhelmed because all of a sudden we go from 50 chats a day to 500 chats a day. Like, it just. It's all exponential. And then the problem is, like, new users. Same thing with new customers for mowing is they take more care and requirements set up, like their credit card on file for a customer. A, you know, they have a request about to add job notes, whatever. Well, the same thing is true for new members in a software. Like, they require help with onboarding. They cause mistakes. They have a lot of user errors. Like, they forget to put templates in spots, and then it becomes a big, oh, it's a bug. Like, no, you forgot to put the email templates in the settings. And so really, though, we take responsibility for that because we don't have the bandwidth when all of a sudden it doubles like that to do onboarding. And so really what we're trying to gear up for right now is, like, just incredible. Like, way more hiring of support staff. Because what I want to do is in January, have it where when a new, new business comes on, we can actually onboard them. Kind of like Command center does for Augusta.

Okay, very cool.

Now, obviously, that one's, like, way more efficient because we're all using the same systems and we can for the franchisees, but in terms of, like, the public, we could import their customers, we could set up all their settings, we could set up all their automations and all their email templates. And so we can only do that, though, if we have, like, three zoom calls with them. And, like, we have, like, a very structured onboarding program. Yep. Hard to do that when, like, literally 15 and 20 people are joining every single day. Like new businesses, like, dumping on you. It's just like how like, we almost. I almost turned off no one could join because it was like, it was just like, this is too much.

That's like a cardinal sin, though, for you.

Yeah. But the same thing is true with like in the spring rush we, you know, to turn off leads as a car. And sometimes you just gotta do it for your internal team. And for existing customers.

Yes, of course.

So for existing customers, for mowing, you're like, hey, we just gotta protect what we got. And I almost did it for, you know, protecting existing members because, like, it's causing everything to slow down, et cetera. So we pushed through aws. That was a trial because we pushed it sooner than we had hoped. We were hoping for end of year.

Yeah.

Okay. It has to be done now. So it's a month early. Yeah. And then now we're just like going on this hiring bananas. I took my general, My manager from the gym, she's the operations manager hiring people like 10, four. So yeah, it's been crazy. I really appreciate everyone's support though. Like, we just been like kind of breakneck speed and so there's more bugs than I'd like. And I really appreciate the support from the audience. And I'm doing like live streams a few times, like, just trying to like, as soon as I post that. So within like 10 minutes of me posting that on social media, on the plane, hey, everyone that joins before the end of the year, we're doing a price, like guarantee for enterprise level users. And so literally within 10 minutes, the book, the calendar for Christian and the salesman just completely booked for all of December. Like, oh, brother.

Yeah.

So then I just, I've just been doing webinars to answer people's questions and things. And so I really believe though that like in January and February there'll be like a very definitive, like, okay, everything's more stable, There aren't as many bugs, but like, we've just had to be going at this phonetic pace for like this whole year. And so now though, we have like, we've switched to aws. That's gonna help way more with the servers. We literally, I am paying for an extra 70% of capacity in AWS in terms of server. So like, if like literally today a hundred people joined, it'd be just fine. If a thousand people joined, we'd probably be just fine. If 2,000 people join.

We'D probably slow down, but I don't expect that to happen.

Yeah.

And so we're like paying for that so that the servers, good uptime, fantastic. And then it's a matter of like, we have the beta Group now. So now when features go out, they won't roll out and cause an extra three or four bugs because we didn't see it in testing. It'll be like, it'll go through the beta group, they'll find the bugs, and then we'll launch to the public. And so more testing, layers of testing, et cetera. And so we'll get better. But January, February, I think there'll be like a very definitive. Okay, like, things are a little more stable. There's not as much things breaking and. And even now, like, our bugs aren't like, the site is down. It's like, oh, this is loading too long. Or like, this is not. When I click on here, it's not working. It's less big stuff. Yeah, but that still needs to be ironed out. It's not acceptable. And it just kind of stinks that I wish all this rush came in like two months, because I know in two months it's going to be. People are going to get in and it's like, okay, this is like, really good. Yeah. So I really appreciate everyone joining. That's why we did the price lock, because it's bumpier than I would. I would have liked.

Yeah, that makes sense. Speaking, like, specifically to Copilot software, what elements do you feel in software development that you can be extremely proactive to versus elements that force you to be.

Reactive in terms of software?

Yeah.

How could development.

Software development for you specifically at Copilot, what is your team consistently proactive about and what are you forced to be reactive about?

Okay, good point. So, yeah, like, we look at, I would say looking at the backlog and looking at the roadmap is we try to be as proactive as possible. Right. So what we're trying to do right now, for example, is like, I need to hire a application designer for UI and UX that before we hand stuff off to the developers, say, hey, build this feature. We actually have like wireframes, clickable wireframes. Instead of like, right now we make a video. We do have a form we fill out in terms like definition of what done looks like, what parts of the code are touch. And so we've improved that over time because it used to be like pictures and text. Now it's like a form and a video and stuff like that. It needs to be more like clickable wireframes and more structures. When we hand it to the developer, they know exactly what we want from a product perspective. Gotcha. So that'd be a more proactive thing that we're trying to work on reactive is like there's a big problem. How do we deal with it? And so that is a matter of building infrastructure for like people to be on call. They we have now systems in place that some of this that you can hire. Right. So. Right. Hired an AWS team to help with the migration. I'm paying them too much money to like basically every month be on call. So if something happens to aws we they jump in and like it's right alert. And so we look at like what am I most reactive to is like uptime number one. Then it's like what's affecting page load time speed. So if like the whole system all of a sudden takes 20 seconds to load a page, that's a problem.

Yep.

Then it's like bugs. Right. And that's the product that we have deprioritized the past year. Right. And then it goes features and then it goes UI ux. And so the things at the top, features and UI UX like make people happy. The things below that bugs page load time and uptime. Those things create customer dissatisfaction. And so right now those three things at the bottom is what's annoying me and the users. And that that's been the inconvenience.

Yeah.

Because we've been mostly focusing on UI UX and features, which is actually backwards. And so I would say in terms of my reactivity it's like the thing I still have to improve at is like when I see someone's issue immediately I want to be. I'm reactive. And so what I need to realize like for example I ran a thing last week like almost 75, like 72 or 73 of things that were in the Facebook group that people are like There's a bug. 73% of them were either user error or they just need to clear their cache. And so I don't like to censor the Facebook group, but we've realized like hey, it is causing distress with members because they're seeing the same thing. Like oh man, I gotta go test that. Cause I in a couple hours I gotta be using that. When like a majority of those are either user specific and they have an error in their end or there is they just need to clear their cache. Cause we just put in a new feature. Right. And so then, but then it's like how do we take ownership of that? For example, like can we force a cleared cache? Right. So we're looking at that right now because like this past week we pushed price matrices and job costing and a bunch of people had random errors and were like, we cannot duplicate this stuff. And then they're not clearing their cache correctly either. Like, they're clearing their last hours. Like, no, you gotta clear the whole thing. And so can we push and force a cleared cache? Can we log them out automatically and make them have to log back in so that it doesn't happen? Because, like, in the moment, like, I understand as a user, if you're in there and all of a sudden, like, something that looks like it's broken, you immediately want help, right? And that's like, very normal behavior. And so the easiest thing, unfortunately, right now is literally take out your phone, take a picture, and put on the Facebook group. Yeah, and the problem with that is, like, we don't have access to your account from, like, if you submit to atc, we can immediately go into your account. We can immediately diagnose. We can immediately see your console log and, like, see what's going on with the code. And like, oh, you just didn't clear your cache. Or like, oh, like, this template's not connected. Go into your settings and here it is. And so the path of least resistance is the Facebook group. That makes me extremely reactive. And so there's a part of me that's like, I try to distance myself more from the Facebook group. I try not to look at it certain periods of the day. But also it's like, we are trying to make a better system so that when someone, like, a customer gets reactive, they have a better route of getting that information to us. So right now, like, the form, I don't know. I'm like, way in the weed.

No, you're good. I like it.

But, like, submitting a bug for us, like, we. We are happy that we were able to. At every stage of a bug, when someone submitted it, they get notified of the status changes and, like, that update being made to the ticket. We want to make that easier and, like, making it where, for example, when they submit a bug, we can actually get their console log and a video of, like, what they were doing the past one minute in that ticket automatically. Things like that we're trying to think about so that they. When they get reactive, there's an easier route to actually get help. Instead of just putting on the Facebook group and then we have to, like, either be like, hey, you didn't clear cash. Or like, there's 10 other members that just, like, react. They jumped on their site, like, on the software thing, and they had to check that out only to realize, like, it wasn't an Issue on theirs.

Yeah.

So that's kind of stuff working. I apologize. It's kind of random.

No, I liked it. I wanted to just see, like, there are elements of every industry, whatever, whatever business you run, that you can always be proactive towards, but there are elements that you will always have to be reactive, active towards. Right. Excuse me. Jocko Willing talks about it in extreme ownership where he says, you know, you can put a perfect battle plan together, you can get your guys trained, but there are elements on the battlefield you will have to react to. So I just thought, what. What's that look like in software? That was my main question. What is.

What's it is? In part because I know it's like to have, you know, a bug in the software. I also know it's like to report a bug and not feel like it's being heard. So when any of those two things happen, my level of stress just goes through the roof. Even if it's one. One, you know, user. Yeah. And so I really do believe, though, that having the better onboarding process to make sure that their settings are set up, they have the templates in place, there's not like email links that have no template attached to them. Things like that. It'll help. Like, so, like, we're trying to take ownership for this. It's like, yeah, the reason this is happening is because we do not have the time right now to onboard people for like a week out. Like, if you want an onboarding call, it's like six to seven days right now. That needs to be within 24 hours because then we can extinguish these issues. But someone's going to hop in. They're not going to watch all the Copilot University videos because no one does that. They're going to start doing stuff and they're going to think there's bugs and. No, it's not. We didn't onboard you correctly and it's ultimately our fault. So a lot of these issues will be resolved. Like just hiring a ton of people.

Yeah. Just labor. Just more labor.

Yeah.

Yeah, that's fair. I did pull this screenshot. I didn't know if you would want to talk about it because it was posted in the copilot group.

Oh, nice.

But are you willing to talk about this, like, publicly? It's not anything I felt like.

Yeah, no, that's fine.

Overly.

The one thing that was in the Facebook group people were asking about is like the level of revenues and profits at copa. I've kept that more closer to my chest just because we have a couple very litigious competitors.

Yeah.

And it actually stinks. I don't know if you heard me talk about this the other day. I was on live stream. Nevermind. But I was. Someone was asking about it. And shout out to Brent, who asked the question that he deleted the post later because he realized it could be potentially, like, used against me. But he had asked, like, you know, where's the finances of Copilot? Because, like, obviously if someone's joining, it's like, we want to make sure you're making money because that's sustainable.

Great question.

And so I was like, hey, like, I. I'm sorry to be coy about this, because I don't. I would. I actually wanted to build Copilot in public. This is actually a conversation I had earlier this year. And that is like, do I show how many users we have and show the user growth and show revenues and when we hit profitability and like, when's our. What's our break even? Because I think it'd be super cool.

Really cool.

Like, I think as, like someone watching from the outside. I would love to see that.

As would I.

But, man, I'd be using against me right now. Yeah. And so. Because like, what? Yeah, because like, when someone's switching to a new CRM, they're coming from two places. And the same thing is true with lawn care. Either you're getting a customer who's never had lawn care service before, or you're getting a customer that came from another lawn care service to you. There's only two options here.

Yep.

New customer. Never had longer. Like, we're going to get a lawn care service. I got money now. I'm retired, whatever it is. Or you're getting person who came from ABC Lawn Care and is coming to you now.

Yeah.

And the good thing about lawn care is you usually don't know who that person is and they don't know who took their customer with us. It's very easy to know who they're coming from. We know where they're coming from. And they know where they're going.

Yep.

Because they're asking them on polls.

Hey, everyone, it's Mike Andes. I hope you've been enjoying the episode so far. I have a really important announcement I wanted to share. If you're listening this in December of 2023, please just take this moment here because this is a special announcement I wanted to give specifically for the podcast. And that is that at the end of this month, we are raising prices at Copilot CRM. So if you've thought about joining Copilot CRM, I highly recommend doing it now. The reason for that is because not only are we going to raise prices in January, if you sign up before January 1, 2024, you're going to get the price lock guarantee for life. And what that means is that monthly rate will never go up, assuming that you join the enterprise level before the end of 2023. So if you're listening to this in December 2023, please join now. If you've been thinking about it or you're kind of going to join the next couple months, I just want to give that heads up so that way no one's unexpectedly getting the price increase. But furthermore, if you join in December of 2023, you're going to be able to have that monthly price locked in forever. So as long as you stay with Copilot, that monthly price will stay the same. Now, if you leave and then try to come back, obviously that's not going to be in effect anymore. But if you want to get the price lock gu for life, you'll have to join before January 1, 2024. We've done a lot of work at Copilot and really moved at breakneck speed. We have done so many new features this year. It's been incredible and because of that there's obviously been bumps and bruises in terms of bugs. There's been times when the system's gone down for a few minutes and it's not ideal. However, as we move into 2024, we are now switching over to AWS as our cloud service provider, making it much more stable, much more fast. We have a system now for better code review, testing as well as a beta group so that when features are released it goes to the beta group before all the other users. These things will slow us down a little bit in development, but honestly it's going to allow us so much more stability and these extra costs is why we're raising the price at Copilot. We are very confident the value that has been added over the past years far in excess of what we're going to be raising prices. But I wanted to give a heads up so there is no unexpected changes without you knowing. So if you've been thinking about joining Copilot and you need help with your scheduling, your invoicing, your routing, automating things inside your business to be able to make more money, make it more profitable, get more customers using things like upsells and all the features we've built highly recommend this is the time to move, go to copilotsrum.com youm can actually book a one on one call with the team and actually walk through your account. Look through your business and if you're not sure if Copilot's the right fit for you, just go to copilotcrm.com quiz and you can answer a bunch of questions about your business and it'll tell you if joining Copilot is a good option for you now or if you should wait a little bit longer. But I did want to give this update just because this is the last month before we are raising prices and this is the last month to join with the price lock guarantee. So little PSA public service announcement for everyone. Let's jump back into the episode. I appreciate you all very much.

When, when a CRM sees a lot of people moving from their, their software to us, guns start coming out and they're looking for whatever they can use against us. And I just. So that's why I'm not, I'm not as open about it. But what I did tell him is like, let me just make sure I'm careful. We have, we've surpassed all our projections. We have no need to raise outside money. We have no debt. I own 90% of the company money.

There you go.

Great.

Okay, so getting, getting back to the post. Don't want to get you in trouble. All right. But you don't have shareholders to answer to, so that's nice.

I wouldn't mind shareholders. I like it. I like the idea of building things in public and like having other people.

Yeah.

I really do think the biggest reason I want to go public is because like I really do want. I want to see shareholders make money.

Yeah.

I want to see people have like a. Be able to look at the financials and see them like there's nothing I'm hiding and they're good. So like, I would love to share this with you and I think in part, like for example. Sorry, we're getting off topic.

No, you're good.

Like Alex said he had to sell his company to get validation so that people would listen to him and it gave him credibility. For me, it's a similar in that like when I go public, I will be a show my revenues. Yeah. I'll have to publicly share them and I'll be able to share like how many people this made millionaires like that have worked for us for years. And like that will give me so much credibility to then talk to small business owners that are like, oh, like there's real numbers I can look at now because it's tough right now.

Yeah.

Because like I don't share as much revenue and how much I'm making, how much the revenues are and like all that sort of thing. And I've been relatively like, hey, like we're around 10 million. Like that's all I really said. And so I think it's a matter of like down the road. That would be so cool. And I think employees, I think it's helpful too.

Yes.

To like, okay, they're financially sound. I can see the direct impact of my work on revenues and profitability etc. And I try to do that with individual and departments of the company, like open book management. But like I can't put it all together right now. Like I need an investment banker to come put this all together and package it. All right.

Yeah.

So anyways, massive side tangent back to the post. Go ahead.

It will be fun. So you posted the other day in Copilot, the private group, you said you're going to share some monthly objectives focus for the team that is working on and then I'll put this on the screen so someone can read it verbatim. But you said, and this is, I'm assuming in specific order because they are itemized 1, 4, number 1, your focus is to refine job costing price matrices and sequence automations. Number two, reduce reported bugs from 25 down to below 5. Number three, start on revamp of forms, waiting list and packages delivered in Q1 of 2024. And number four, higher and train more ATC support for onboarding. So this priority list was developed by you and the team and why this specific order?

This is developed by me. Yeah. Okay. This sort of thing, I, I still.

It was just top down.

Yeah.

This is what we're doing.

It is a. What is it? Benevolent dictatorship. That's fine. But yeah, like I'd say like it is mostly in order. I'd say number four is like actually the most important right now.

That's kind of what, that's kind of what I wanted to ask. I was like, well it seems like to do those other three, you might want to do number four.

This is somewhat of a PR move because I have to realize that like this is what I said above in the post is like everyone's priorities inside of Copilot are different. I'm. You have to remember my audience here, my audience right now is people inside the software. So to them most important is refinement or fixing of bugs and then their pet features.

Yep.

So that's literally how I. Yeah, refinement. Number two is bugs and number three is. Those are the main features. I know. People are waiting.

Warning. Yeah.

Now number four really only affects, from an onboarding perspective, new members. I'm not speaking in new members.

That's fair. That's a good point.

Right. So you just got to remember my audience here. And I'm. I hate to make it sound like I'm two faced because, like these are the most important things to us. But like the way I did this was I'm speaking to an audience, I know what they think is most important and I try to get as close to that as possible because these are all very important to us. And all of these, like today I have meetings on all four of these things. Yeah, we're doing all four at the same time.

Yeah.

But like the way I listed them is in priority of what my audience thinks is priority. Typically.

Yeah, I liked it. I figured I'd just ask, but that makes complete sense. All right, let's change topics. I have something else I wanted to show you. I'll put this on the screen as well. So I saw this recent meme about Ford versus Tesla.

Okay, cool.

And I thought it's very interesting and I want to get into the specifics. The question is that I'll propose to you at the end after you read this meme is how does Tesla keep getting away with this? So here's the meme, okay. And it says, Ford, May 19, 2021. This is our new F150 Lightning, May 26, 2022. We are now delivering and selling Lightnings. And then you look at the Tesla section and it is someone quite literally doing gymnastics and a bunch of delivery dates crossed out and then, yeah, it's coming. December 2023, we promise. And now they're already saying it's coming. Q1, 20, 2024.

Yeah.

So how does Tesla keep getting away with this? It's interesting, right? When you look at this, like, yes, obviously it's a joke. Yes, it's extremely reductive. But the timelines are fairly accurate. I went and googled it. I was like, oh, these are pretty accurate dates. Like they announced on these dates. Ford had theirs in production and out to the public. Tesla, we're still waiting while we're seeing some out in the wild. So how do they keep getting away with this?

Because you have a visionary founder that has. That's a mission that's beyond just creating sheer heralder value.

Yeah.

It's the same reason why at Copilot people are putting up with more bugs than I would I want to have.

Yeah.

It's because they believe what we're trying to do now is like, put pressure on the industry to increase their features for their users. And so that's why it's so important to have a founder at the front. There's no way in the world that Tesla would get away with this if there wasn't an Elon Musk at the front of the headlines being like, oh, yeah, by the way, like when he announced this four years ago, whatever it was, there was no electric pickup trucks. They all just followed suit.

Yeah.

So he created that whole industry. Yeah. And he's at the forefront even though he came behind all these other trucks.

Yeah.

And so the same thing is true with Copilot and I guess it's the same thing. It's like the vision of what we're trying to do. People believe in and they're willing to get behind because it's like. And when they're willing to put up with more because the vision is what's pushing the whole industry forward. And so the whole reason right now that, like, cost of electric vehicles are dramatically sinking is because everyone saw Tesla and started over producing electric cars.

Yeah.

And that's the whole object of what Elon wanted.

Yep.

And so, you know, shareholders are demanding literally Toyota and these other, you know, electric or combustion vehicles to start making electric vehicles. It just put pressure on them because they saw the value creation in Tesla and like, we want that. We must create electric vehicles. And now they're taking a massive hit on it because they're literally following after the founder's vision. And so regardless of what size of business you're at, whether you're talking about Tesla or co pilot or your small business, that you have two employees, the vision must be clear to the, the team. It must be like, why do we exist? Like, why does Ford exist? Because they've been around for 100 years, I guess. Like they're make. They're really. It's optimization of shareholder value. They have all these dealers that have perverse incentives. They have the auto workers.

Strike.

Union, union. They have other incentives. Everyone has all different incentives. Tesla, it's very clear we're trying to electrify America. Like we're trying to electrify the world here and we're going to use that to like solve the crisis with climate and then we're going to get to Mars and this, all this funding of Tesla is going to literally allow us to get to Mars.

Yeah.

And somehow they've Made that very clear. Like this connection of like when you think Elon Musk, like creating electric cars takes money. Use that to get us to Mars and save the world.

Yeah.

That's his version of saving the world. Like my version of saving the world is like make small business owners rich. And we're going to do that by like making a bunch of money at copilot. Dumping that into being able to put pressure on the rest of the industry to improve the software which will help the small business owners. And so people will put up with more and they're willing to pay more. Like he also just by the way, like increase the cost of the truck BY like, like 50%. Like from the time. Like $49,000. Now it's like a hundred thousand dollars. Oh yeah. And so. But these things are sucked under the rug. Not so. And some people would like, that's so horrible. It's like. No, it's because the founder has a vision. It's very clear to everyone working there. And the team members realize they don't need a union to go go up against their superiors because they don't need a union to go and fight for them because there's actually like a vision that's clear and everyone's going the same direction and that company will beat out anyone else. Yeah. Where there's perverse incentives and dealerships and unions and like management and vendors. And they don't have any vertical integration. So they're dealing with parts of like a gazillion different companies to put the truck together. So unified vision and then a common goal of everyone on the same page. That company's just gonna wipe up. And everyone following is willing to put up with way more.

Why do you think he has such a like magnetism about him? But also he's, he's very polarizing. Like why, how do you think he's done that?

Results, baby.

Yeah, that's it.

It's results. Like he, they. They have like 87 of satellites being in orbit. Are. Are from.

SpaceX.

Yeah.

He literally created an Internet network that is like governments depend on him.

Yeah.

And that's like unheard of. It's cheaper than any other. Like it's the best. Right. You go drive a Tesla and you compare their auto driving features versus the other. It's way better. And so when someone just consistently has a track record of like, okay, everyone counted him out when he was doing Model 3 and he just stepped in during production hell and started working on the front lines and just making it happen by sheer brute Will. And you can disagree with him, like, on politics and how you handle stuff and all the rest of it. You can't. You cannot judge against someone on their track record. And he. They sell more cars, electric cars, than any other manufacturer. They. The only company that does automatic in the U.S. besides Ford, that has not gone bankrupt and been bailed out by the government and consistently has been counted out by the government and therefore the underdog inside all of us, we cheer for that person.

Yeah. Yeah.

So when they weren't like, it's. He's playing this so perfectly.

Yeah.

So, like, when they went. We weren't getting invited by the White House to, like, the whole electric car thing. That was perfect. That was exactly what Tesla needed because it just cemented in everyone's brain. They're still the underdog. And the longer you can stay the underdog, the larger. The more you win. And, like, I'll give my secrets away here, but, like, Copilot will eventually become massive and the longer I can keep it as we are the underdog, tearing and trying to claw at the goliaths of the world, we're good to go. Yeah, we will just keep kicking butt. That's how Mac and Apple did the app did, like, Apple versus Windows ads. Yeah. That wouldn't work anymore because now Apple is just as big, if not bigger than Windows. But as long as we see the clear underdog, that's who we cheer for. And so when we. The reason that, like, the White House didn't have Tesla come and, like, snub snubbed them the way they did, that is, like, why people are willing to put up with us. They're cheering for the underdog. They don't want Ford to win, they want the underdog to win. So they're willing to put up with all this other stuff. And so that's why a lot of times you see, like, the curve of, like, when a company goes from great to mediocre and then they start failing. That curve typically comes when they stop becoming the. Their stop. They stop being the underdog and clawing and being scrappy and they switch to, like. Like, we are the incumbent and we are the leader in the market. That's when innovation drops. That's when engagement from their team drops. That's when vision drops. That's when unions have to pick up. That's the type of thing that, like, the company starts to fail from. Then.

Yeah, I think. I think this is the perfect transition here. And that is. I'm assuming you saw snippets of Elon's recent interview for the New York Times.

I watched. I watched the whole thing.

I did, too. Yeah, it was fantastic.

I had watched a couple snippets, and then a couple people mentioned, like, it's very good. Yeah. Okay. I got. Watch it. So I. Then I did.

Yeah, good. Yeah. So I watched the whole thing. And I think he had a pinnacle underdog moment with the go blank yourself moment, because that. That's an underdog move right there. It's. It didn't come from a. Like, some people were saying that it was blank you money. Like, he's talking from blank you money. I took it as. No, he's talking as an underdog. He's like, these big corporations don't want to work with me. They think they can squish me. They think they can make me play by the rules of their game, and I'm not going to because I'm the underdog.

This textbook branding.

Like, yeah, it was so good.

It's so textbook. Like, like. So, for example, at conference, remember when someone asked me about lawsuits, and I say, like, the best thing is I kick them in the teeth?

Yeah.

Like, that's just the same thing.

Yeah.

Right. Like, I'm under a bunch of lawsuits from, like, the Goliaths of the industry, and, like, I'm gonna kick them in the teeth.

Yeah.

And like, that just rallies around people, around your brand, because they don't want Goliath to win. They always want David to win.

Yeah.

And so. So it's not like, even if he's not doing intentional and like, even the moment at conference, like, I wasn't intentionally thinking about that.

Yeah.

Like, that's why people are behind you.

Yeah.

It's because you have a vision and you're the underdog. People want them to win. Like, just. They just. Like, if you have two teams you're watching on football and you just don't know either one, the number one thing I'm looking for is like, oh, you know how they rate, like, in college football? Like, number, power ranging. First seed. Yeah. Like one and versus nine.

Yeah.

Number nine, baby. I have no idea who these teams are. I want number nine to win.

Totally.

And I think it's the same thing is true with business. It's the same thing with leadership. And so what. What Elon has mastered. He's the richest man in the world, and we still look at him as the underdog.

I know. That's what I'm saying.

That's incredible, dude. So that's the part he's mastered I don't think it's necessarily by craft. He's just that way. And he really doesn't care about a lot of these things. And so you can craft your brand as much as you want, but eventually it'll fall through. So if you don't actually believe in what you're saying, eventually this whole, like, trying to create this perception of being a dog will follow.

Yep.

And so that's why, like, from day one, I've tried to be like, this is the mission is what we're trying to do. And, like, for example, if I went out and bought, like, a $10 million house right now, it'd be. Everyone be like, wait a minute, like, we haven't got to the goal. And he's, like, celebrating.

Yeah.

I thought that wasn't the mission. And immediately you'd break, like, the facade of, like, oh, I'm trying to, like, grind and hustle and trying to get this thing done for the betterment of small business owners and immediately see through the facade. He just hasn't done that. That.

Yeah.

And so anyways, I think a lot.

Of people see Elon as, like, a.

It is.

Political is the wrong word, but a political underdog in the sense of the powers that be, outside of monetary power, he is going against them. Right. The whole not getting invited to the White House, like, disrupting just, like, the. The order that we assume that corporations should. Should hold to.

Right.

He's like, no, I'm just not gonna take your money. Like, I. If you don't like the way I run my stuff, like, I'm just not gonna take your money.

You can't blackmail and be apolitical when he's wrong. So, for example, like, in that interview, he's like, that was the worst tweet I ever made. I'm sorry. I made a mistake. Yeah. Like, no politician can say they made a mistake. It's the stupidest thing ever.

Yeah.

Like, I just think people would just, like, if you make a mistake, own it. Say, here's what I did wrong. Here's how I'm fixing it. And, like, I'm gonna do better next time. Time. And our politicians just can't do that for some reason. And I think that somehow they believe that that's better. Gonna help them in the polls and just gonna give fodder to their. Their political opponents, which it does in the short term, but in the long term, you lose the trust of people if you just don't take ownership of stuff.

Yep.

And so, like, it'd be great if, like, Hunter, the Biden came out like, yeah, my son really messed up. He's a absolute goofball. The whole type situation was an actual thing. I'm sorry. Here's what we're doing to, like, make sure he's not in politics and not getting money from other countries. And like, yeah, like, people would respect them a lot more totally. But, like, that will never happen.

Yeah.

Unfortunately. Whereas, like, Elon at least can be like, that was the stupidest thing I've ever said. I tried to add context afterwards. I apologize. I. And even though it wasn't an apology to. I went over to. To see Netanyahu in Israel and like, I apologize. Like, that's not what I meant to say.

Yeah. So, yeah, my biggest takeaway just kind of switching to, like, the finer details of the interview. My biggest takeaway was just just one moment, kind of a throwaway comment. But he basically said, at Tesla. And it goes back to your comments on, like, everyone knows what his vision is, so they're bought in and they're going to cheer.

I know exactly you're gonna.

He said, I've had floor workers that had. Didn't even know what stocks were that are now millionaires. And like, I respect that. I am an employee. I'm not the entrepreneur, I'm not the visionary. I'm an employee, I'm an operator. And I respect that because whether it was a throwaway comment or not, you can go and verify that. You can go find who those people are, you can go look up to testimonials, whatever. And I just think that's really cool that, like, that is what I'm going to root for. I'm going to root for someone that creates opportunities for other people, a good work environment, a good work culture that allows them to better themselves in their financial standing in life. Like, I will always root for that.

And that's why being able to say that is the evidence and the proof he needs to hire the best talent.

Yep.

And that's why, like, going public in part, is like, why I want to do that. I want to be able to say, like, you know, Lee came and worked for us at pushing a lawnmower, all these things, you know, and he came to this level and now he's a millionaire because we went public. Yeah, Like, I want to be able to say that. And I think by doing that, I get the best team members. That's why the best talent wants to go work for SpaceX and Tesla, because they have evidence and proof that this happened. And so I'm Just a big believer in like creating the proof and the. Creating a track record. And so for example, like, people right now, like, they're asking about like copilot, like, you have all of our data, you also compete with us. Like, isn't that a problem? And like, look, look at the track record of like, I have also controlled the data of hundreds of people getting leads from their website. Never once have we misused that. Yeah. I also have the Social Security number and all the tax record and all the finance from home service CPA of my direct competitors.

Yeah.

Never once have I misused that. So there starts to become evidence and proof that people can believe in. Cause that's the best form of proof. Like.

Yep.

I don't make promises. I try not to say stuff like, we're gonna do this. We're gonna just look at the track record and like, that's the evidence required to gain the best people and gain trust with people. And so now with Elon, like, he's getting all this just evidence. Yeah. Right. He's like, yeah, we have like the model Y is like literally the best selling car in the United States. States. That's a proof. That's a stat. Like no one can. That's undeniable evidence.

In the world.

Yeah, in the world. In the world. So it's just like, those are the type of things I'm trying to go for. It's like, I want stats.

Yeah.

It's like Kobe would always say, he's like, I get paid. I get paid to produce stats.

Yeah.

Like, because like the triple. Triple and all that sort of thing.

Yeah.

In basketball, like, I get paid for assists, whatever it is.

Points.

Points and something else. And I was like, whatever. Rebounds. And he's like, I get paid for that. And that's all I get paid for. I get paid millions of dollars. Produce now numbers.

Yeah.

And I'm like, yes. That's what I'm trying to do is like, you just. It takes 20, 30 years of producing stats and that's what Elon's done.

Yep.

And. And then it's a. It's cool.

Yeah. Yeah. I thought it was an interesting interview.

Yeah, it was.

It was awkward.

But. But he has a good relationship with that reporter. You could tell.

Yes. Yes.

Because if he doesn't have a good rapport with the interviewer, his. His interviews are horrible.

Yes.

Horrible.

Yeah. I like that. I thought it was good. I thought it was eye opening. Nothing like insane other than just the go blank yourself to Bob Iger, basically.

Yeah. Like my big thing Is like, people, like, would say a lot of times, sometimes out of jealousy, sometimes it is because they have different opinions on things. They look at someone eon and, like, why does he get all this attention? And, like, everything he says is not gospel truth, and he's wrong about these things. Yeah. And that's true.

Yeah, agreed.

I would just say that if. If you had thousands of hours of your life documented and everything you did in your business literally got leaked to the media, you'd probably have some mistakes, too.

Yeah.

Right. Including myself. Like, if everything I did was made public and all my financials and everyone knew where I lived and literally the paparazzi was after me, I would make mistakes that were public. And so the fact that someone can go through all those things and they have mistakes, and literally they tweet everything they think through their brain and still, like, one out of maybe 100 is really, really bad. That's pretty good.

Yeah.

Like, actually, if someone followed you around with the camera and interviewed you all the time about your thoughts off the cuff, you'd probably say some stupid stuff, too.

Oh, yeah.

And so I really give grace to a lot of these, like, quote, unquote celebrities, whether in business or just in, like, you know, the music world, all the rest of it, like, they have people falling all the time. Just think about if someone did that to you. And, like, you can go to a hotel or go on a vacation or, like, talk to somebody, or, like, in the interview when you're tired and beat up after, like, a whole bunch of work, that you have to, like, say words. Yes. Like, yeah, that is. People need to give grace to these individuals.

Well, yeah. What goes viral with those celebrity paparazzi interactions? The ones where they yell and scream and push them.

Right.

The ones that don't go viral are the probably five to 10 other interactions where they give away. They give a smile and they get.

In their car and you get annoyed. You'd get annoyed.

Yeah.

If you walk out your door every single day and people are taking pictures of you and you just had a bad mood. You're in a bad mood.

Yeah.

And so I give a lot of grace to these people. Obviously, because they get paid, they are held to a higher standard. I believe that should be the case.

Yes.

That's why they get paid. And the people. People taking the pictures are paying for their lifestyle.

Yeah.

Same way I look at, like, the community, and sometimes people will tear into me. It's like, look, the community is what gives me everything I've built. Like, everything from Augusta to Copa everything. And so like, it comes with the territory. But I also, it gives me a taste, a very, very, very, very small taste of like what those people go through. And like, you know what? Like, that's not necessarily the easiest life.

Yeah.

And I think Elon makes that. She tries to make that clear and not paint like a rose colored glasses of. Of his life.

Yeah.

And I'd imagine it's not easy.

Yeah. I have. I have one last question for you. Have you listened to the all in podcast with Tucker Carlson?

Yeah. Dude, let's go.

What?

Give it. Give me a couple words, initial reactions, thoughts.

I like Tucker. He's very, very engaging.

Yes.

He's so good at talking.

Yeah.

That's actually what I took away from it.

Totally.

Dude. He's so good at like, like not dodging a question, answering a question, but doing it in such a politically correct way, giving context. Like, no filler words. Like, obviously he's been in camera live TV for so long.

Keeps it light.

But like, and like punchy and like, very timing of his sentences. Like, I'm horrible at talking.

Yeah.

And I'm trying to get better, but like, I'm just not even close to that. And like, obviously he has decades of experience talking. I don't have that. And so that was the actual thing I took away in terms of like everything they said. It was definitely interesting. And I like the one point about him, like, about climate change and like the fact that what's his name, the Sultan of science is there.

Yeah.

David Freebury. And he has to go through that and listen to it. But he. I thought they did a good intellectual discourse there.

Yeah.

But I liked it. I thought it was good.

Yeah. I think for me, takeaway is yet very engaging to. Let's do. Extremely entertaining. I did it while doing chores. Like, I was like, oh, this is like, it was so entertaining, I forgot I was doing chores.

Chores.

Yeah. Yeah.

Well, you know, I got, you know, I think it's a good conversation to listen to whatever side of the aisle you're on. I mean, obviously we probably know where the majority of our audience sits, but I would say it's a fantastic conversation. I would recommend it to all my friends, both sides of the aisle, just to get him not in a Fox News, you know, scene. Right. He's not working for Fox News anymore, so take that bias aside. Just listen to him as a person. Talk to these podcasters.

I think podcaster plays such a massive role in next year's election, it's not even funny.

Yeah. Oh, yeah.

I'm looking forward to. Because like the debates are such a. Garbage.

Yeah.

Did you listen to the debate of.

No.

So I, I could not get access to one of the files. I was working on my plane. On the plane. And so I watched for like 15 minutes. Yeah, it was good. I liked it. Is it, Was it the DeSantis and Newsom one? Yeah, that was hilarious, man. Man, it was a somewhat of a rigged, rigged one because it's on Fox News and it was literally like just setting up softballs for DeSantis. Yeah, but that was funny.

I heard him, I heard him basically like make fun of like people moving into Florida, moving out of California, and his father in law, Gavin Newsom's father, moved from California to Florida. Painted the picture. So I was walking down the street.

Talking to this gentleman and like sets the whole thing. I was like, okay, why you tell that story? Like, oh, by the way, that was Gavin. But then Gavin had a great point too.

Yeah.

Because Gavin still is saying that he's not going to run for president. And so he basically said like, this is kind of a throwaway debate because both of myself and my opponent aren't going to be president next year. And it was just like threw him under the bus. So there's good jabs, but like, I don't think it's very useful for the.

No, it was complete waste of time. Yeah, that was why I didn't watch it. I just saw the buzz clips because I was like, like, this is a literal waste of time. My governor went and debated someone else's governor. I'd be like, come back to the state and like work on something, fix something.

You'll be the perfect debate in my mind is you get an hour and a half, no interruptions. In terms of ads. You have a podcast group from the left interview the right candidate.

Okay.

And then the next hour and a half is a right leaning podcast interviewing a left opponent.

Okay.

That's all the debate. And everyone vote to the end.

But then the issue, but then the issue becomes like, how far right, how far left? Because the podcasting world gets weird.

Well, if you have like three or four people. Okay, if you have three or four people, it'd just be a matter of like, okay, like we need to have some sort of way to like create metrics around how far left or right they are. Yeah, it's like, which, which policies are considered more left and right. Which the way to have they voted in the past and then created like a numeric way to balance how much left or Right. Both of these parties are between four or five people.

So Alex Jones.

Yeah. He would have so much. Right. Leaning weight.

Yeah.

The three people on the panel would have to be lower.

Yeah.

Right. Like more moderate. Yeah.

Be interesting. Shane Gillis, a comedian said whoever we get down to at the end, Democrat, Republican, last presidential debate, he said just bring out Trump. He was like. Cuz neither of them could debate him and he was like Trump would just come out and be like they're both losers. He was like that would be the true test of who should be president. Who can handle him on stage.

Yeah.

But what you could do, for example, like the best way to actually do that would be have I gotta go to an interview in two minutes. Yeah.

Have the American populace upvote the most important questions to them. Oh, that was how you would debate which questions should be asked. Yeah.

But I worry though because like meme culture is just so big now.

But it's fine. That's what people like. That's the general population.

Yeah.

Like if you are interested enough to take your time to, to, to vote on which questions should be answer asked, you're probably the one voting instead of us asking these random fringe questions that actually people don't care about.

Yeah. And, and put someone in a corner to have to answer something extreme.

Which is all you're doing is setting them up for a one liner. That's all.

You waste your time.

Yeah. Okay. I have to go have a whole like a group interview for the support team.

Okay. Any not financial advice.

I would say the 5% down from Franny, Fannie Mae, Freddie Mac. Definitely something to look into if you were looking to buy a house. Just keep in mind with interest rates the way they are with your pmi, property mortgage insurance, you're not probably going to break even. But if you can get in and have your business there kill two birds with one stone. And even if you're paying $1,500 a month more on the mortgage than what you're making in rent could make sense especially if you refinance in a few years. 5% down is just too low. These are something that's never been created. And unfortunately it's also though an indicator that we're in a market that is so high interest rates, people can't afford housing. And that's unfortunately what caught happen like 2004, 2005, 2006 is they start lowering lending standards. So 5% down gets me a little bit freaked out. That's allowed to happen now and you're gonna see over the next 12, 24 months, institutions come in and use this sort of rule and just start buying stuff up. Like institutions are gonna keep buying up United States real estate.

Yeah, got it. My not financial advice is don't count Washington out. Go Dogs.

Oh, yeah. Look at you, such a bandwagon fan.

I'm 100% a bandwagon fan. Go Dogs. Don't count them out.