Why Mike Does It + Apple Vision Pro - Episode 052

On the last pod, there was a comment it said it looked like a father speaking to his five year old.

Yeah, that caused great joy when I saw that comment.

Nice. Wait, was that on ours? Yeah, on, like, the C suite channel?

Yeah.

Yeah. Oh, nice. Yeah, that's how it is.

All right, well, we're back.

It's kind of true, though.

Yeah. I mean, what can I say?

Look at this little guy.

I mean, we're almost, like, seating it.

Sitting at your feet, just.

I mean, we're like, what, nine inches difference in height.

What are you, six?

One?

Nine inches would mean I'm five.

Four.

Yeah.

Isn't that what you said? Oh, my bad, My bad. Rounding error. It was a rounding. That's true. Are you gonna get that? What's that? Like, in, like, other. Like, it's not in the US but you can do, like. Like, shin elongated. Have you seen that?

No.

Or, like, all the bald guys that go to, like, turkey to get their hair redone. It's, like, super cheap, and they do it all the time.

Cool. Well, yeah. I mean, we're back. You have been traveling like crazy. One thing that some people might not know, you know, in the public, Augusta knows this, but you do your turnaround videos, and then last week, you. You also did a. A little trip to a software summit, if you're willing to talk about that, or, like, a. A conference. And you shared a little bit with the Augusta team about really leaning into, like, your vision, your why, and, like, your leadership style. So I really just wanted to ask, like, what were some of the big takeaways from that conference? You don't have to get into specifics about, like, co pilot or, like, the people you talk to or name drop. Just, like, it's interesting for, you know, people that come to your conference, we listen to your content, we learn from you to hear, like, what are you learning from other people? So, not asking for name drops or anything like that, but what did you learn at this software conference you were at? What are some big takeaways?

Yeah, like, I think overall, I think part of it is just, like, getting reassurance that, like, we will get through the problems we're currently having with, like, the software. Because, like, every single person had a worse story than me, and they, like, are successful. So, like, all right. It just, you know, in the moment, it's never nice, but it's like, okay, like, I know we'll get through this. I know that we will reach the goals. And, like, I have, you know, 50 other people that have told me that They've gone through. Like, there's other stories that I was like, oh, like, I would have. I would have quit. Like, that was so bad compared to what I'm going through. So.

But aside from that, like, there's a lot of, like, you know, little points here and there. But, like, honestly, the one that probably stuck with me the most is, like, a tangible thing that, like, is always in my head now. And that is. The speaker was like, hey, who here knows Gary V. Gary Vaynerchuk? And everyone raised their hand. He's like, okay, what's like, his big, hairy, audacious goal? Like, what's his why for his business? And, like, probably half the people knew, and that was to buy the New York jets. Right. And.

The fact that we don't work for him. Most of us never buy his products. Most of us have never been to an in person event, but somehow we all know why he does business.

Yeah.

And, like, what motivates him. And it's like, people would use it in a parody, probably talking about him. And so basically it was like, make your mission and your why so clear to your team, to your customers, and to the public that literally they would dress up in a Halloween costume or make a parody about what you say. And so that was really eye opening to me. The fact, like, a bunch of random people have never met this person, never done business with this person, and don't work for this person, know their vision and why they do business. And so for me, it was like a good moment. Like, and like, you know, I know why we have Augusta Change level professionalism, landscaping industry. And I've been struggling with Copilot because, like, really, Copilot was built as a way to support Augusta, but, like, to other people that we need to be able to have joined so we can support, sustain the thing. It's like, well, why? Why do we do it? Well? And it finally, like, clicked. Like, it was really fast. And it was like, my whole goal is I don't want any small business owner in the home service industries to not know why their business is failing. And so I remember being in this place where, like, you don't make any money. You feel like you're working crazy hours and you're working crazy hard and everything, but there's no money in the bank and you have no idea why. Mm. And so I don't. I don't want people to have to have that experience where they don't know why. Like, I want to be able to have the data inside of the CRM. To be able to say, hey, here's the areas you need to improve at and like, here's why you're failing. Like your efficiency score and your labor is like 30% should be like over 70%. Here's what you can do to fix that. Your close ratio is way too low. Your pricing over here is way messed up. Like, I believe all that can be fixed with software. And so, you know, the whole no was good for me being there was like, I solidified why Copilot exists and like how that fits in the broader mission of like, that's why I do turnaround shows. Like I can only be one person going from turnaround to turnaround, business to business. If I can create software that can basically take the infrastructure that I build around. Like how I diagnose a problem and just use the data points. I'm asking every one of these owners, I asked them their close ratio, I asked them how many employees they have, asked how many budget hours they have on the schedule, ask all these things. They that is inside the software that could literally just.

Throw up whatever spew out the numbers and the data that I'm going to give them one on one. Right? And unfortunately, probably 99% of people that are struggling and watch the videos won't apply for me to come because it's intimidating to have the cameras. I get it.

Totally.

And so the hope is that we can.

Use the software and that no one will ever not know why their business is failing. Like, hey, if you have a 30% efficiency score in your labor and I tell you that you need to fix it and here's how to do it and you don't do it, okay, that's on you. But like, so I can't fix your business for you, but I can tell you why so you're not lost. And that's the part, that's the feeling that I remember having and being, and just feeling super despondent and like super low is like, it's not a matter of like.

Not having the will to go out and work hard or put in the hours. Like, I don't know why. That's like really hard.

So what is the one sentence, two sentence why for Copilot now?

It is to ensure that every home service business owner does not know why they are failing. So they don't, they do not have that question mark of why am I failing? I'm working crazy hours, I have tons of leads coming in, but why is there no money in the bank? And I want to be able to have the Software solve that.

Gotcha. And then just a little teaser. Is that also a book that you might be writing?

Well, yeah, like, so we have, what we've been working on with Dr. Kashi is like, how do we. When you go to a turnaround, like why? Because he's watched them and he knows. And so it's like when you go to these turnarounds, you're asking like 30 questions. Okay, great. Why are you asking those questions and what is it leading to? You in your brain? Yeah, like it's actually really tough for me because it's like I'm usually like, hey, I'll talk to you and like I'll come up with an answer. It's like, well, how did you come with the answer? Well now I got. Okay, well I asked him about the revenue, I asked about when he raised his prices last. I asked about his efficiency ratio. And based on those three, I triangulated the fact that he is a really bad manager or whatever. And so trying to like actually get that all documented has been really tough.

Yeah.

But my hope is that like I actually have a diagnostic tool. So it's like, hey, if your close ratio is under 20%, here's what you do. If it's over 50%, here's what you do. If you're trying to grow, it changes. Well now if you're trying to be as profitable, it changes again. It's like, is it a branching sort of methodology framework? Exactly. But it's like it's tough because like to diagnose someone you need a lot of information. And so that's the part that I think the software can solve. It's not a CRM. It's like we need all this data points to tell you what to do in your business. We just so happen that you send out your invoice and do your estimates and do your scheduling so that we can get all this data and then tell you what you should do in your business.

Yeah, bad analogy. But I feel like having the software is kind of the 2D analysis. Right. So you have the two dimensional of like the numbers, facts, figures. But then being a business owner, there's the third dimension which is like you as a person. Right. But it's like if you can solve the two dimensional problems, then they can focus on the three dimensional problem, which is themselves. Does that make sense?

Yeah. Like having great software will never solve your business problems.

Right.

But it will give you the data required to make decisions clearly. And so I feel like what software, there's other soft CRMs out there that do way better job than us at. At gathering the data and keeping it, you know, just stable right now, to be honest with you. But I'm just saying in terms of just like the amount of data they collect, et cetera, far better than us, what no one's done. The whole reason why we're doing copilot is to take that data and then actually like make it useful for people.

Right?

Like, I don't care that I have all these sent estimates and a whole bunch of accepted and a whole bunch of them like lost. I want to know, like, am I on a bad trajectory of my close ratio and what can I do to make sure that like more people respond back to my quotes and. And what percentage of my revenue was lost last year simply because people didn't give me a yes or no on their quote? Like I want to. Like, I think people will be boggled, like their mind we boggled by the amount of revenue that they just never heard back from. Like, you usually get a yes or no on like $1 million. Oh, you got a $700,000. Fantastic. It would have been 2 million, 1.7 or 1.3 was left on the table of just people that didn't respond back to your quote.

Totally.

Like, that's probably where you should spend your time, not going out and spending your money on marketing. And so it's just so amazing that like, I wouldn't talk about August is like, do you have a lead problem or do you have a follow up problem? I think most of the time we just look at leads as their issue. But like, if you go to these turnarounds, very few of the times is like, oh, you need more leads. It's usually, I would say 80% of the time, something else in the business that will have a disproportionately more impact than just getting more leads.

Right.

And so unfortunately, getting more leads has become marketed to all of us because it's easy to track. It's easy to track cost per click, easy to track cost per lead, easy to track conversions. You have pixels and every. It's made very convenient. It's a lot more difficult to track all these other factors in the business. But if you have a CRM that's doing it, you can get all that data. And so copilot exists to get that data and then make it meaningful to an owner so they never have the question of like, why am I working hard and I'm. I'm not. I have no money in the bank.

Yeah, I think it's interesting too when you talk about like supplementary services to a business owner. Right. So like a marketing agency. Right. They can help them out and. Or like coaching.

Right.

For them as a person or as a leader. Right. To get better. And I think a lot of times we get distracted by that. And I'm once again not a business owner, but what I see is people get distracted by like the new cool, like sexy idea, which is like, oh, I can get coaching so I can be a better leader. That's great. I'm not discounting that. But do you know your numbers? Right. Or like, oh, this marketing agency can guarantee me X leads per month for X dollars. And like their, their social media platform's cool and I want to be a part of that. So like I'll pay them. It's like, but are you tracking your numbers? Right. And so I think what you're trying to do is just almost bring people back to the basics of running a business and not get attracted to all the cool, new sexy ideas that, that are out there that they might be wasting their money on.

Yeah.

In some cases coaching is great. Marketing agencies are great at times. But sometimes I think they're also a detractor from business owners.

Yeah. Like, it's like the math I ran with Augusta the other day at 38% close ratio. If they just sent the estimate and they had it went up to 65% if they simply did three follow up calls. And so it's like, well, do I know if I went out, I had a magic solution right now to double the amount of customers you got and leads coming in. I could make a gazillion dollars. What's not cool and like, no one will watch the video I made the other day about follow up calls is because it's not, it's not cool or fun to be like, oh, what do I need to do? Like, what do I fix my. How do I double my business? Call your estimates like within a few days of you sending it. Just call them a few times. And you like use these four tactics you to be able to get the job on the schedule. Yeah.

One thing I say to a lot of owners when I do coaching is like your hottest lead is the one that reached out to you yesterday. It's not the next one, it's not the new one. It's the one that you already have their email, you already have their phone number, you've already been to the property. Like, that is your hottest lead. Close that.

Yeah. Right.

And a lot of people think like, I Just got to get another one. Like my close ratio is fine. Well, you sure your close ratio is fine? But what if you doubled it from fine to great? Right. And I think people don't want to do the mundane tasks at times. Right.

100%.

So I don't know how we got on that, but we went from your why to your, your from the seminar. So anything else from the seminar, the summit, the conference you attended?

It was good. It was really good. Honestly, like, I learned a lot about how to run event too.

Oh, cool.

And so, you know, you're dealing with an event that has a lot of money because the cost per attendees, like, wait, like it's like 20 times than what we charge for conference.

Yeah.

So.

Well, they're also probably. I'm just going to assume they're trying to make money off of it.

Oh, yeah, yeah, yeah. They make money there events. So.

It'S just interesting because, like, I can kind of what I see is like, okay, could we use any of these elements without having to charge thousands of dollars tickets at our event? Like, they do really cool stuff, like every time we were out for dinner and they. It was, it was all scheduled. It was like a small group event.

By the way, how many people?

Conference is only 50 people.

Okay.

And. And so you have to be over a certain amount of revenue threshold to be there. And so, you know, it was nice because, like, I was, from the software perspective, one of the smaller businesses that was in the room, and they just look at the revenue for, you know, the software company. So anyways.

I would say, like, things like, for example, we'd be out at dinner and then like, we'd. We'd come back and like they had put like a shirt in our room, like a book.

That's cool.

Or they had like a little gift bag thing for us or like a journaling thing. Right. So that was kind of cool. Almost every time that we would come back, there'd be something. And then I really like the way they did some breakout sessions with team members and we had to talk for like 90 minutes.

Okay.

So there's. There's one of their. One of the things that we did as a group that I kind of modified a little bit. And I want to use a conference. Cool. Just to kind of like get people talking to each other. Not just like meeting each other, but like actually opening up other stuff in life. And so I don't want to spill the beans, but like, it's kind of like a really good, you know, break out into three or four People and spend an hour doing this.

Yeah.

Not like five minutes. Like, really dig deep. And it's crazy. You get a bunch of people like that, and you start really going deep. You are crying. Yeah. People are like, you know, giving hugs to people. It was amazing. So, like, I. I would like to mix parts of that. I think it go a little bit deeper, a deeper connection with the attendees that at our coming conference next year was.

Were most of the people in attendance there, assuming this was your first time at this specific event? Did most of them already know each other, or were they aware of each other, or were most people strangers?

Most of them have been in the. In the kind of mastermind for a long time, but then there's always a few newbies like myself that were there. So it's a nice. It's kind of like. It's very similar to the franchise and what we have at Augusta Nation with all the owners, everyone gets to know each other. They see each other in the Facebook groups, et cetera. It's this group, though, because they're so large, the businesses, they're usually the ones who are not very connected on social media. So it's like they really do see each other just like three times a year, but they've done that for two or three years usually. And so it's interesting just to see, like, you know, a lot of the people who came up in the program, I know they've made big exits or the speakers at the event now. So it's like. It's kind of like. It's cool. It's kind of like we do it with owners of the Gust Nation. Like, they're the ones who speak for augustination, and, like, you see that evolution and that progress, and, like, you teach it and you get better at it. So, yeah, it was interesting. I personally, like longer days with more content.

Same.

Like, we really only had two speakers a day, and, like, a session in the morning session, afternoon, Then we had, like, a breakout session, then we had dinner. Like, it was, like, not a lot of content.

Gotcha.

I'm. I like to have, like, more content. Let's speed this bad boy up. It's just different. But also it was good because, like, we all are running businesses, and, like, we can't spend nine hours locked in a room talking about something else. We. Everyone's, like, constantly stepping out of the room. You know, I had massive stuff happening that day last week, so it was nice for the moment, but, like, as an attendee, like, getting the most value out of it. Like, my response Back to them was like, hey, can we get like two more speakers in the afternoon? Like, we don't need to be off by 2:00 clock and then wait for dinner till at 6. Yeah, like, give us some more stuff to do.

Yeah, yeah, that makes sense.

But I'm also like, that's how I come from, like, value per minute. Okay. So if I spend this much money, can I get another speaker in the afternoon to make more worth it? So, yeah. But anyways, yeah, that's good.

That's good takeaways. I'm excited for our summit. Yeah, dude, it's going to be good. It's going to be sweet. Have we officially announced publicly, kind of the dates and everything?

No, it's January 2025. We got to sign the contract still. We're waiting on a couple more things.

All right, cool. All right. Well, another topic I had that I wanted kind of your take on is they. They're out in the public. They're. They're out in the wild now. The Apple Vision Pro.

Oh, yeah, right.

I would love to know your thoughts on this.

Yeah, yeah.

Just from a. Just give me your general kind of takeaway. People are using it. You've probably seen it on YouTube, TikTok. Like, what are your thoughts?

You know, the, the, the boomer inside me says, like, this is so bad for society.

I think I saw one ad that was really good. I think it's actually the use case for an Apple Vision Pro. And that on an airplane. Because on an airplane, when you're working, it's annoying by the fact that you have people literally sitting next to you seeing everything that you're doing.

Yes.

If I have my laptop out and I'm typing something personal, there's two people watching my screen. And so I've gotten security things on my devices so that people literally just so that in planes, people can't read my screen. It'd be nice if I could strap that on and it'd be socially acceptable because everyone else is locked in their own device and no one wants to look at anyone. It's like you are in your own space.

Yeah. On a plane.

Yeah. I feel like it'd be strange in like a coffee, you know, bar or like, you know, going to the office, stuff like that. Like, where you have more interaction with people. And I think the thing, the thing that they're gonna work on, I would suspect is like, interlacing devices so that if I, if you're watching something, I can see what you're watching. Like, you can share what you're seeing with my phone. So we can still be in contact.

With each other saying, yeah, because that's.

The part like when you put that strapped on, no one can see it. And they can't. You can't just like, hey, watch this. Because as soon as you take it off your eyes, it's resetting.

Right.

And so that loss of community is difficult because it makes it where now it only works in a singular environment.

You know, it's not, it's not.

Hey, watch this.

Yeah.

No, and then you just flip it.

Yeah. It changes to your eye and you have to go into guest modes. You have to sign in differently and then it's like you restart your experience. Yeah. So I, right now it's very prototypey. Like, I really think that it'll get popular when it becomes more of like a glasses site situation. And you don't have to have the battery wire. It's not as like wide away from your face, so it feels a little more, less bulky. And ultimately you can communicate around you without people being like, dude, that's weird. Yeah. Right? It needs to be more like glasses. Like if it looks like Ray Bans, like, I've worn the Facebook integrated Ray Ban record video and I use those for last year at the one month challenge. We started the business in 30 days and those are fantastic. They, if they, if it gets to that form function, they'll be, they'll be solid.

Yeah.

And I think it'll get there in like three or four generations. I'm really excited by the fact that that's how we're going to train people down the road. Yeah. Like, we will train our team members out in the field. It's like, hey, grab this weed whacker. Grab this mower. And. And in this room, I will train you for the next four hours. Strap on the goggles.

Yeah.

And we'll walk them through how to edge, how to do everything. And that is the future of training in lawn care. Yeah. I would say we're probably five years from delving deep into and actually making that like a viable thing. But like, I really want to focus on the software stuff so that when the hardware like that, what's happening now, it catches up. Like, you could, you could absolutely, down the road, have people strapped in a, in a office before. Like, well, what about robotics and all the rest? Okay, let's assume robotics are 20 or 30 years away from being good enough. What could potentially happen in 10 years is you have people strapped up and with these goggles on and they are Controlling the mower that is remotely accessing through WI fi or through, through data and they're just operating everything. Yeah, that is interesting. So now all of a sudden those like the positives I think will go.

But yeah, what are your thoughts?

Yeah, I, I, I guess we can stay on the positives and then maybe switch to like the negatives or the pros and the cons. I, I think the positives I was from a consumer perspective, I don't see it as like a daily usage personal device. I think down the road, once again, if it gets lighter, more ergonomic, it's got glasses style, then I see it becoming like the new iPhone, the new laptop. Right. Your personal computing device. But right now, from a consumer's perspective, I don't see it. I think it's just a, you want to look cool, you want to say that you can afford it.

Right.

From a business perspective, that's where I really tried to like hone in and see like, where could I apply this in a business? If I were a business owner, I think training is one of the things you and I have talked about before would be great. I also think, and this is, I'm not stealing this from the all in podcast. I just, you know, want to say hand up. I had the same idea as one of those guys, but from a production perspective, I thought if you were in a warehouse or production type environment, you could have like data here of like, okay, this is our current inventory, this is the current volume we're putting out or the machine rate or whatever it is. Right. If you're in production or warehousing, that would be really cool because then every worker can like have that on. They can have real time data but also like have clear vision. Like the front of their screen would be wide open. Instead of like if you, you know, see like a Ford commercial, right. You usually see like they got their tools here on a workbench and then they got a screen here and then they got a laptop here and, and then they got like a big screen up there. Well, if they can have all that here and their hands are free, that would be really cool. So I think a production aspect that makes a lot of sense, training as well. Do you think in an office setting this is kind of a thought. Do you think in an office setting like that will replace hard computing down the road?

I think like hardware is like a sunk industry. Yeah, right. Like it's screens. We aren't going to need screens. Like, why do I need this thin little piece of know, whatever Here. Yeah, it's just gonna be in. But again, it's not. It's not. What it does. I think it does is fantastic. For example, walking around your house, like, when I'm brushing my teeth, I just want to be watching YouTube right here.

Yeah.

When I'm. When I'm at my. But when I walk away. Done with that.

Yeah.

And then when I get my car, I just want a podcast player to be sitting right here. Yeah. Again, you can put all these things where you need. Right. And so, you know, like, if you're baking, you can put the timer, like, right above the oven. You can have the recipe while you're doing it, like, sitting right up above you. You can say, like, is this a cup? Like, these are the type of things, like, especially with AI, that will become more and more powerful. The ability to have visual recognition and then take, like, what we've seen with ChatGPT is much more language models. But when it starts becoming more where the cameras start to understand what things are and then be able to digest information, that's what becomes really valuable. And it started. It's there. But, like, when that becomes ultra, like, when I can, like, oh, I like that hat. And I could purchase that.

That's cool.

Yeah, right? Those are the type. Like, that's a cool watch. And he means, like, here's a little thing. Like, I can just buy now on.

Amazon, which Google's been working on that on their phones. Are you referencing that? Yeah, Google has integrated that on their cameras now.

And Amazon, you can scan too. Right. But, like, think about, like, again, if I want to look at that watch, I be okay. That's a Casio. Great. I'm going to go to Cast on us or go to Amazon. I'm going to search it. I got to find it. And I click Buy. And if. If my. If my goggles could just be processing everything around me and being able to, like, I think that's how it becomes super commercially viable, is it recognizes things and then it's like, do you want to buy this? Like, at any point in time? It's like, oh, those are cool lights. Order Amazon tomorrow. Like, buy now. Right? Like, yeah, that would be cool. And so I. The use cases is endless and I think this technology is fantastic. It's. Will the form and the hardware be good enough for us to want to wear in everyday life? And I just don't generally believe it's not there in version one. I think version two be such a massive step forward, though. Like, they're gonna get this on hundreds of thousands of people. They're gonna have tons of data and then they're just gonna, like, nail it on, I think version.

Are you gonna buy version two?

I don't. I. The only reason I would buy right now is for the airplane. Is the only reason.

I think you'd buy version two.

Probably.

I think you will.

But, like, every single Apple product, they do such a good job is like, they. The way that they promote their products, like, through influencers and things, is like, like Casey Neistat makes a video, Marquez Brownlee makes a video. And they, they are the leaders in innovations. Like, they're the early adopters. And so we're at the beginning of that phase of, like, the bell curve of early adopters and then the early majority, et cetera, et cetera. And so I think that, like, when AirPods came out, everyone mocked about, like, the big long stick thing. When the iPhone came out, people literally made, like, BlackBerry, literally ran ads about how they're silly because they didn't have buttons. Yeah, right.

It can't be a professional device without buttons.

No, this is silly. Right. So technology will always be mocked at the beginning when it's still in the early adopters phase and it's clunky and there's bugs, all the rest of it. So, like, it also gives me hope with like, Copilot, for example. Like, yeah, I'm the butt of a lot of jokes right now, and that's not necessarily easy. But, like, I do have a track record to look back at on things like the iPhone or Apple Pro, the big studio Max ones, for example.

Yeah.

$500 for headphones. Everyone wears them now, right? IPhones, like, who wants buttons on their phone? That's stupid. But 10 years ago, that was like, literally they were the butt of the joke. And so, you know, anytime, like we're instituting like, AI at command center or like instant price forms, there's going to be a level of pushback. There's going to be people that don't like it. There's going to be people that mock you, there's going to be customers that don't want to use your product because it doesn't have buttons on the screen. But you don't bet against technology. That's where it's going. And so either you're going to be ahead of it or you're going to be like, holding on to your BlackBerry in 2024.

Yeah.

So anyways, here's the thing, though.

Okay, Let me throw this out there.

Yes. The father figure here.

Yes. Is the father figure. And this is going to make me even look more like a father figure. People still read newspapers. So, like, it just like, when was.

Okay, this is the wrong person ask. When did you last read it?

When did I last read a newspaper? I mean, I don't know. Probably six months plus. Probably, like, yeah, it hasn't been recent. I did look at one the other day, though. I saw one at the grocery store. I read the headline the last time.

I picked up a newspaper.

Yeah, I mean, you know, I. I'm not, you know, I'm not a nostalgia guy with newspapers.

Surely Lyndon Tribune is the one you were picking up.

Well, yeah, that was the one I looked at at the store the other day. I was like, oh, you know, I looked at the. Above the fold, if you will. But like, I think that technology, like, it's. When do you think does it, like, fully get replaced? Like, when do we become a paperless society? When do we become a computerless society? Like, everything's wearable. Like, what are your thoughts on that?

Like, I don't think it's a matter of replacing. It's a matter of, like, where is the general population? Right. Like, faxing used to be a big deal. Have you ever sent a fax? No. Right. So like, like there is still people that use facts, like in insurance. Like, there's still like a lot of people that use fax machines. Like, that boggles my brain. But 95% of the population probably, and like, definitely people our age have never sent a fax. They don't use it on a daily basis. So, like, technology doesn't die tomorrow. Yeah, right. Like, it's not like cordless phones became immediate. Right. It was. Over the course of 10 to 20 years, it slowly merges out until finally it's a minuscule piece of the market. And so, yeah, like, paper will decrease. Why? Because if I don't need a screen and I can strap on goggles and see whatever you want me to see, why would I print it off? Right. And so usually what lags technology is slow industries. Like, the government's always the last. Yeah. They're still having me send paper documents. What in the world are we doing? Can I scan this and just send him an email? They're always the last. But if you're trying to govern your business after that model, well, there's $32 trillion in debt. And there's a reason why they don't adopt technology that will save them gazillions of dollars. Instead, they're like, we're gonna spend $88 billion more on the IRS. Why just make it all digital so we don't have to send paper documents in all the time. Right. And so I think it's hilarious that, like, people in business somehow think that, like, using that archaic model of thinking that, like, well, this. It's working. Well, this is what people have always wanted is going to work. It will work, but it's going to keep diminishing. You'd rather be on the right side of, like, history, which is that technology will eventually replace it. Like, we will eventually wear goggles. They're not going to look like the Apple Vision Pros. They will look like glasses. But, like, that's the way technology is going.

Yeah.

And so will we in five years be thinking about how do. How does a customer come to augustalongcareservices.com and. And be able to purchase visually looking at their lawn 100%? And so, you know, being on the wrong side of that, like, that is how. Sorry, I keep going on now. You're good. This is how you take an industry that is, like, super fragmented. The biggest players in our industry don't have 1% of our. Of the revenue. And so it's extremely fragmented. But it was the same way 40 years ago when it came to E commerce or retail. Well. And all of a sudden, Amazon owns, like, 60% of online shopping. And it's because they were like, we're going to invest tons of money and we're gonna make tons of mistakes, and we're not gonna make like, we're like, we're gonna be the butt of every single stock market junkie.

Yep.

And for 15 years, until all of a sudden, they're genius. And it's simply because they. They were on the right side of technology. And. Yeah.

Yeah. It's even like, if you go back to, like, the late 90s, early 2000s. Right. The first cell phones were literally. Everyone calls them bricks, right. Because they were the size of a brick and the weight of a brick. And. And, like, people were like, no, I like, I distinctly remember my parents laughing because my aunt got a car phone, like a phone attached to the car.

Right.

And they were like, that's. Why would she ever use that? And it's like, nowadays, like, you couldn't even imagine at that time, like, you have a cell phone, you have the Internet in your pocket. Right. Let's talk about the cons, though.

Let's.

Let's. Let's, you know, because it is cool technology, I will not be purchasing one. I think I would wait for the second version or third version to purchase. But I think it's very cool. Let's talk cons though. I think here's, here's where my first thought went. Okay.

I have the first thing that came to my head, so go ahead.

All right, well mine is if everybody's, if everybody's using wearable technology.

Okay.

You are then going to have to subscribe to like certain ad blockers or Apple so as not to see ads every single moment of every single day with wearable technology. I feel like it's just going to be another level of ads.

Really?

Yes. But because think about it, you're like, okay, I can look at that lamp to I want that lamp. Let me buy it. You click it, you say you want to buy it and then 30 ads pop up. Because like, oh, but the lamps here, what about here? Have you tried lamps.com right. And you're going to get all these ads. Then you have to subscribe to an ad blocker.

I disagree with this. This.

Okay. I'm just saying if you walk outside.

That room right now, you're going to see 50 ads from, without standing from that, that door. You're going to look across the street and you're going to see a logo that, that is an ad gas station. You're going to see the Celsius logo they just put up on. Sorry. On the gas station the other day. You're going to look down Gatorade.

Yeah.

Like this is the question is will there be more ads or will the ads we currently see just be replaced with digital things that are easier to change instead of taking $10,000 to change out the logo on the front of the gas station.

But I think they will be more in your face. That's what I'm saying. Like a pop up style.

I agree.

It'll like you would need to subscribe to not get like these pop up style ads.

I agree, I agree at the beginning it will feel that way. But I also think that if from a hundred years ago someone stepped outside this like, whoa, there's all this like commercialization everywhere. It's just like, no, like technology caught up and now we're all very used to it. So like I agree with you. If we jumped forward 20 years right now we would think that. But it'll be a slow boil, baby.

That's fair. Well, Hawaii. And someone can correct me if I'm wrong. I believe Hawaii has a state law, no billboards because they want like the natural beauty. You can put signage on like your Storefront and like by the roadside. But no, like large size billboards.

Digital billboards will become huge when. If everyone's wearing these while they drive.

Yeah. But then that becomes like a point like, well, this Hawaii. Can they outlaw digital billboards because they want it to be about the natural beauty of their state. Right. Can they outlaw digital billboards?

They don't own the real estate, though.

Yeah.

It's just, it's. It's not real.

Yeah, I know.

If you have a. Now this is funny though, because if you own a deed to a property, can you restrict digital placement of ads on your property?

Well, it's like people, you know when Amazon said we're going to start testing drones or grubhub, Right. Like delivery drones, and people are like, my airspace. They're like, you can't fly over my property.

Yeah. Well, that is defined, though, in your deed.

Right.

Like, how much airspace.

But then is there digital airspace?

Yeah, that's what I'm saying.

Yeah, yeah, yeah. Like, I hadn't thought of that concept. I feel like there will be people that push against that.

Yeah.

Like there will be always be people that want to be an autonomous citizen, a sovereign citizen. And I'm not using that in its technical definition, but.

And I think that.

This is what's interesting about like the blockchain and stuff.

Yeah.

Right. Because like, you know, people laughed at people that were buying digital real estate. But if all of a sudden that real estate you can put up a digital billboard.

Right.

Becomes worth something. Right.

It's weird.

Yeah.

But like it exists, but it doesn't at the same time.

Yeah, yeah.

I do like the idea. I, I don't want we're on the cons, but I guess it is nice because for ad spend, it's a lot cheaper and it's a lot. And it's. It is more green. Like, if there's a case for the.

Green side more cheaper, it'll start more cheaper. Right, right. Because if everyone's attention goes to it and then the big brands move towards it, eventually it'll become priced.

Right.

Like all marketing eventually becomes priced correctly. It's just a matter of whether or not you're early or you're late.

Yeah.

Like Facebook ads is now priced correctly. Yeah. Because there's enough attention towards it. There's enough people on it and it's like there's enough advertisers and users. Yeah. And so, okay, while you're looking at whatever you're looking at, I'll talk about the first thing that, like, mind con dude, it's got to have some negative consequences in your eyes.

Yeah, yeah, it has. It has to.

Like, if you just do this and I look at your fingers, like 4ft, 4 inches away from your eyes and do that for two minutes.

I don't know, bro.

Yeah, I agree with that.

No, I understand. It's translucent and so you can kind of see through it. And so, like, it's going to be different, but, like, I just don't understand, like, the, the, the. The. The medical side of it.

Yeah, I completely agree. I think there has to be implications to what, what it will do to your vision.

Yeah. And, like, your equilibrium and things. Like, I need some stats on that before I do anything.

Yeah. Like, even just spatial awareness, like depth perception, that will get affected, I feel like, over time. I will say on the all in podcast, they talked about it and Friedberg said that there's a key distinction, though, between VR and ar. It's not VR unless you do a full screen, like, block out, but it's ar, it's augmented reality. So you do still have elements of spatial awareness, but at the end of the day, like, you're having digital images, like, forced in your eyes.

Right. And, like, you come back to the mechanics of the eye. Like, you either, like, it's like a camera, you either are zoomed in or you zoomed out.

Yeah, the focus.

So, like, yes, I can look over there, but, like, where is that screen ultimately? The light is this close to my eyes. Like, having a light that close to my eyes for hours on end, I just don't know if that's healthy yet.

Yeah, well, you're on camera a lot, too, and, like, we have some studio lighting.

Right. But, like, if it's this close. Yeah, it's a lower penetration level. But, like, I don't know. I don't know. I don't think it's going to be bad. Like, these people, engineers, have probably figured out all this stuff in terms of making sure that your eyes are tricked into thinking it is 30ft away and tricked. It's tricky, though. Like, the actual mechanics, it is right here. Like, there is nothing that can strip it right. From the fact that the lights are right here and you are seeing things right here.

Yeah.

They might feel like they're 30ft away, but they are not. They're right here. And so how they did that without messing up your eye, like, maybe they're just genius. And I would give them a lot of kudos, and they're definitely above my pay grade, but I want to see Some data of people have wearing these for like a year. And what happens? Their eyes. Yeah.

Some people are saying that it's going to be like Disney's Wall E. Did you ever watch Wall E?

No.

So basically we just, we. We get really fat and we float around and we have like a screen in front of our face all the time.

Totally do. We'll see. The difference here is like this already exists. Like, they don't have goggles on.

Yeah.

Right.

But it's basically like people are saying it's. It's the same thing because in the premise of Wally, like in the screenshot, and I'll put it up, like he's trying to get their attention, the robots trying to get their attention. And like, they're just like, they can't look away. They're so locked in. People are like, it's just one more step in that direction. So big con I think is just, this is. Call it what it is, potentially further societal decay and communication breakdowns. Like, you will just be so much more in your own world. And I know we talked about a couple pods ago of like, what is community? And like how do you self govern? Self governance. And the family unit, like this will just keep peeling back away from those.

Like, what is reality? What is relationship? What is love? What is vision? Like seeing things. Yeah. Like, like, yeah. Like even the fact that like you have goggles in your head. Okay. You could very easily turn these into night vision goggles. X rays. Yeah. Like you could start to get really weird with this stuff. And now it becomes societally normal to have these goggles in your eyes.

Right.

Well, now I can see through things.

Yeah.

That's weird, bro.

Yeah.

I want to see heat map and what's going on the other side that wall right now.

Well, I could stand behind someone at an atm.

Yeah.

And I could just see like, oh, there's their card number. And I saw what numbers they're going to be.

Need a pin. Because they're supposed to be doing this.

Well, yeah.

And so space.

Yeah. Right. Like there's so many. I don't know. Yeah. I think there are a lot of cons. I think it's just as technology advances, at what point do we start to like, lose elements of humanity?

Yeah. I. The ship of sales, bro.

Well, yeah. I think we both kind of agree.

It'S not that I want these things to happen.

Right.

It's a matter of. That these things will happen. Yeah. Because they are so programmed into our humanity and they take advantage of things like the fact that we are constantly connecting that we can strap onto a different world. Like these things are things that we gravitate towards and because of that it will become commonplace.

Yeah. That our brains can literally be rewired to levels of consumerism.

Yeah.

And so like it's.

And we want that. And we can look up and buy that light. Yeah.

Totally. Yeah. It's weird. I think it's a cool product. I would want to use it. But yeah. It's the ship of sailed. I agree with you on that part. You're going to buy version two and I think you're going to love it. I think you will.

I would buy version one just for the airport. I hate flying, dude. I hate it.

Yeah.

So I hate everything to do with security, doing tsa. Everything. Yeah. So if I could strap those bad boys on and still get all my work done. But also I am very aware of other people feeling comfortable. And I don't think someone sitting next to me, me doing this throughout a flight would make them feel comfortable at all. And so I would probably, for their sake, not do it. Like, I can't be the YouTuber guy. Like weird stuff out in public. Like, it's very difficult for me because I want people to feel comfortable.

Totally.

I'm very aware of how they feel.

Yeah.

And things like that. And so I don't know if I could even now, like, even with them being like common ish. Like people know they are. I don't want people looking at me.

Yeah.

Like, I just want to fly under the radar to do my flight thing. So I don't know. We'll see. But yeah, version two I think I'd probably buy. Especially if they can bring the price point under two grand, it starts to become a little bit more reasonable.

I think there's also a case to be made for the PJ you to get a private jet. I know you said you're not gonna get one, but now it's like, well, now you know you can wear your Apple Vision Pros in peace on the pj.

Wait, so you could buy a commercial and just have a private jet?

There you go. That's a life hack.

Life isn't bad, but so true. That's why people will gravitate towards it.

Yeah.

Hook this up and you're in a different reality.

Yeah. That's weird.

Like think of all the negative things that will be used for to replace what we currently have in terms of human. Like. Like what you would go to experience. Well, you don't need to. And like that. That's why that example is so, you know, pertinent is like if you can just strap goggles on, hear and see and everything that you would otherwise in person, why would you go there?

Right.

Like if you can strap on your goggles and walk through the streets of Paris, why go.

I thought about that too. Like you could eventually stadiums, you can pay 100 bucks and get a 50 yard line view of the game and they'll have a post with all these sensors and cameras and you have all the stats and then. Yeah, instead of 60,000 people in attendance, you'd have 600,000 because a bunch of people can pay 50, 100 bucks to watch it. In virtual reality, you can run out.

Onto the field and literally get up close and personal to people.

That's crazy.

Like there's so many negative ways this will be used too. Like I think really mostly about like personal and physical relationships.

Agreed. Yeah.

Like that whole industry of porn and everything just go nuts with this.

Yeah.

And I think that's like very dangerous from a psychological standpoint. And there's a lot of other use cases like even from financial perspective I'm concerned about. But again, like we are human. I in general think that humans don't try to like we can't self destruct. Like we generally look up for each other somewhat and so we'll see what happens. But it'll be interesting, it'll be fun. And I think it's just like, okay, I don't make the rules of the game. How do we win within the confines of these rules? I can't change it. Like I'm not going to change the direction technology is going. So just like make sure we win inside that and the people I love win and that's all I care about.

Yeah, that's fair. All right. Any not financial advice for the people?

I totally forgot. Go ahead.

I don't know, maybe we just don't have any. We don't always have to give it.

Okay, let's. So let's do this. So seven months ago we had a little spat about stocks.

Oh yeah.

And you predicted you, you chose the over under on Disney. Yeah. So it's around the same. It's probably gone up like 5 or 10%. But you did choose Nvidia and Nvidia is up like 60% since we had that conversation. 50%.

Yeah.

So you, you so far have won the one. This. We are halfway through the year because we said we would revisit this in one year. Yeah, yeah. And I actually still hold by my thesis because I think Nvidia is so priced for perfection due to AI and I think that will eventually come to an end.

Yeah, fair enough. Yeah.

I'm looking at like $1,000,000,000,000. And yes, it's a valuable company but I don't think it's enough of a moat that they have to prevent people like Intel, AMD and even Taiwan Semiconductors to come in and do stuff. But what's Disney up?

Disney. So this is.

See we talked here. It was like it was at 90 when we talked.

Yeah.

So yeah, so it's up what, 10, 15, 17, something like that.

Yeah.

Great. But yours is way up, way more since then because Nvidia was at 500 when we talked in last summer and now it's like 780 or 750.

I thought you picked Nvidia.

No, no, no. I, I said that Nvidia was gonna go down.

Oh, right. You were saying you would short it.

Yeah. And you said you would short Disney.

Yes. Gotcha. Yes.

Currently we are both losing this.

Yeah. Yes.

But I'm losing more. And we'll see what happens next.

Why did Disney spike so much recently?

They had really good numbers on their streaming. Finally again, like it kind of rebounced and Netflix has been doing really good, which kind of correlates to Disney a lot. Netflix has been crushing it, dude. Yeah, they really got obliterated like a year ago. That's like the one time I bought their stock and then they just went on a rampage. Yeah. Anyways, that was my non financial advice.

My not financial advice is the Kansas City Chiefs are a dynasty.

Okay.

Patrick Mahomes might be the greatest quarterback of all time. Yeah, I'm just gonna put it out there.

That was pretty bad. Kyle Shanahan's pick. Yeah, it's rough. That was pretty brutal.

I just think, I think like he's inevitable at this point. Yeah, like it's hard to bet against it. It's kind of like Brady in the late 2000.

But I'm not going to lie. I want Brock Prady to win. Yeah, I like him. He's a humble dude. I hope he never changes. I hope it never gets to his head. I hope he doesn't go off the rails. He, he, he dresses like a regular dude. He, he talks about normal things. He's not flashy and glamorous. Yeah, he's. He seems like he has good head on his shoulders. Young dude. I like him a lot.

Yeah.

Yeah. I don't care if he doesn't win Super Bowls. I'd still choose to go out to dinner with him over Patrick Mahomes. Yeah.

That's fair. Him and his tight end, George Kittle are, like, the exact opposite of, like, Patrick Mahomes and Travis Kelce.

Yeah.

Like, they're. They're the antithesis to them.

So I like Rocky. Good, dude.

Yeah. All right, cool. That's the pod.

Yeah.