10ish Ways to Get Your Team to Move Faster

I think you could get rid of.

Change the unit of measurement to go into the chunking. Because if we're chunking, then that is by definition.

But now I'm back to nine. I'm back to nine, you sadist. Show your work and then raise the bar. We're at 10 right now. You want to take me to 9?

Yeah.

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This is Business Lunch with Roland Frazier and Ryan Deiss. Hey, business owners at Scalable, we know there are three key steps to getting your team clear on where they are in relation to your company's goals. The first step is to identify three to five metrics that tell the clearest story on how this team is helping the company hit its growth goals. The second step is to create clear targets so your team can declare in advance what winning looks like. And the third step is to measure these targets on a weekly basis. When your team is forced to interact with the numbers themselves, they begin to truly know their numbers. If you want to see how we track our numbers here at Scalable, you can get a free template@businesslunchpodcast.com dashboard. That's businesslunchpodcast.com dashboard.

Hey, everybody. Welcome to another episode of Business Lunch with Ryan Deiss. And I am Roland Frazier, your hosts for today. So we just basically get together and talk about stuff, and today we're going to talk about some stuff that Ryan was bringing up. That actually, to me, is going to be very helpful to everybody. So, Ryan, why don't you kick it off?

Yeah. I mean, so, like, a lot of the things we talk about, they come out of, you know, just general frustrations in running companies. Right. And I got a little bit frustrated. I got a little bit frustrated with the team with one of our portfolio groups. And this isn't the first time this happened. Again, I'm not trying to, you know, it's not about any one person. It was really just a general kind of culture.

Who were you most frustrated with? What was the name of the person on the team you were most frustrated with?

Richard. Linda. I'm kidding, I'm kidding, I'm kidding. No, I'm totally joking. All kidding aside, it really wasn't. It wasn't Richard, and it wasn't, truly wasn't any one person. What I found, I think a lot of entrepreneurs see this just the general culture have you ever known a slow talker?

Oh, yeah. Well, slow talkers are tough and long talkers also. They just like many, many words when only a few would do.

Right.

I like the Benjamin Franklin letter that he's like, I want to apologize for the length of my letter. It would have been much shorter had I had more time. I like that.

Yeah. So I probably struggle with the latter, which is using way too many words to say very little. I confess. I'll admit to that.

I've never experienced, like, sitting for an entire day when you talk the entire day. And I didn't get to speak. I mean, just, you know, I. That's never happened that I can remember, hypothetically speaking.

But we're not talking about you right now, and we're not talking about that. We're talking about slow talkers. And like, that's brutal for me because I'm just sitting. I'm like, I can feel myself dying. And I feel like at one of our companies, it was the equivalent of like the entire team was. Was like a slow talker in terms of, of, of their output. And one of the realizations that I had, like, anytime I'd say, when we should do this, when do you think we're going to get this done? The answer was always something along this. These lines. It was, yep, we're definitely going to work through that this week and should have it done by the end of next week. Like, that was always, like, just about anytime there was a request, it was, yep, we're definitely. We're going to work on this and should have it done by the end of next week. Well, a couple of things there. Number one, the end of next week is not a time. It's at best an idea or a concept. But I can't tell you the vast majority of the time. The end of next week turned into sometime the next week. And so this idea that I'm like, hey, let's do this thing, and maybe we're getting to it in three weeks. Maybe it's getting done in three weeks. That's just not fast enough. And so I got frustrated. I was like, look, speed is a choice, right? This was my. So I'm basically giving everybody kind of my rant that I went on with the team. I was like, speed is a choice, okay? And while you can't always choose how long certain projects take, there are three things that you can choose. One of them is just the scope. You can choose the scope of the project. So if you truly can't tell me how long it's going to take to get this, you know, if we can't get this done until sometime next week, what can you get done by the end of this week? Heck, what can you get done today? So let's narrow the scope.

Yeah, So I think that goes to chunking, right?

Yeah, yeah. So I was like, you can choose your unit of measurement. Screw weeks. I don't even want days. Give me hours. And you can also just choose your output. And so your effort. Sorry, the amount of effort that you put in. And so that just kind of got me thinking. And I was like, I want to make a list. I'm going to start making a list of all of the things that we can do to get more stuff done faster. Because I don't know an entrepreneur alive, even if things are moving pretty quickly, I don't know anybody who wishes they didn't move faster. So I started accumulating a list of things that we can do to move faster. And I just like to run through some of the things we can brainstorm them. If you've got any other ideas we can add to it, maybe our listeners can throw in some of their ideas. But I've got eight, which is, like, not a good number. You know, eight isn't necessarily a great number. So I hope if nothing else, we either lose one and drop it down to seven or we can come up with two more and maybe we get to 10, because eight's, like, terrible. All right, so here's the first one. What?

I was laughing because you're right. It's like, we need seven. We can have nine, but seven would be great.

Yeah, eight's stupid. All right, so number one, better, like, define the problem better. Which already this is not worded well, but, you know, do a better job at defining the problem. I think a lot of times when stuff takes forever, it's because we've done a really terrible job defining the problem. We spend too much time, we jump too quickly to actually start the work. And this sounds a little bit counterintuitive, but it's the, like, spend longer sharpening the axe so that the tree, you know, goes down faster. I think entrepreneurs were very quick to jump into problem solving mode. So spending more time on the front end to just define what the heck is the problem that we're solving for, because very often we're just doing stuff and forget why we're solving it. So that was kind of the first thing is spend a little more time clearly defining what the problem is. Anything you would add to that. Agree, disagree. Think it's stupid.

I think. Let me hear them. If I. If I get anything as I. As we go through, I'll. I'll comment and then we can chat once we're done.

All right, Number two, narrow the focus. And Frank Slootman. Have you. Did you ever read Amp It Up?

I think, yeah, maybe. I don't know. I read too many things. I don't remember it.

Okay. I read so many books, I can't even remember if I read that one.

No, I mean, I really don't. It's like people. You go to a. You go to an event and, you know, I'll go through. I go through periods where I'm ravenous for information, and then I'm just like, you know, everything from everywhere. And I truly don't remember half of the books I've read until somebody says, no, it's the one that talked about that. Oh, yeah, okay.

Well, Frank Slubin is like kind of the. You know, generally when you bring in an outside CEO to come in and run the company in Silicon Valley, it's kind of historically a disaster. The exception multiple times over is Frank Slootman. So he runs Snowflake now. Prior to that, it was ServiceNow. I mean, he's just. He's been kind of the. The adult that came in from the outside and scaled the company, so. Great book. Amp It Up. Worth reading. But his whole concept was he asks his team, if you could only focus on one thing all year, what would it be? Right. A variation of the one thing, and just the idea of narrowing the focus. Bad ideas don't kill companies. It's the attempt to do too many good ideas. So, you know, define the problem, narrow the focus. Oftentimes we can get more done if we simply narrow the focus of what we're trying to. Because I've found that while this wasn't the case with the team, last week, I found that for me, you know, and for us, we slow down a lot when we try to do multiple things, try to do too many things at once, and especially when they're disconnected from one another, which kind of gets me number three, stack compounding tasks. Right, Compounding. So we know about, like, compounding interest, right? And the benefit that it can have of having compounding interest. The same applies to effort. And so I found myself a lot of times working on different projects simultaneously, and they didn't build upon one another. Like, this thing was a piece to this other thing, and this thing was a piece to the other thing. And so there was no Compounding of effort. And so asking yourself, like, how can I execute a series of dependent compounding tasks, you know, one built on top of the other as opposed to a whole lot of other stuff. So, and that only works, by the way, if you narrow the focus, which only works if you clearly define the problem. So define the problem, narrow the focus, stack compounding tasks. This, I think is the is. Is a biggie. We talked about it before, but create single threaded teams, right? A lot of, you know, our execution failures have been caused by asking one or more people to do multiple things at the same time, right. That were kind of disconnected. So that's number four. Number five, assemble all the resources that you need ahead of time. So this idea of mise en place, you know, like the whole French, French chef, when they're cooking, they're going to have all of their ingredients out, already portioned, so they can just do what they need. I think there's something to be said for if you want to get a lot of work done quickly. And it's like a lot of these things, I realized it involves more prep work on the front end. And so it again, it doesn't feel right, but it allows you to go faster. This, I think is a biggie. I mentioned this before. Change your unit of measurement. If there is one thing that I think anybody listening can do, if you ignore everything else is simply demand of yourself and anyone working for you. They're not allowed to use the term months or years ever. Period, end of story. And weeks is going to require like special approval by the CEO to quote things in weeks. I'm joking a little bit about weeks. But I have found anytime something gets quoted in, oh yeah, we should have that done next month. It's always six, right? And so just changing the unit of measurement, if somebody's going to say months, you know, four weeks is the same as a month. But when you start thinking four weeks, you break it down, you know, okay, so 14 days. Is it really 14 days though? Because there's weekends. So how many days are we actually talking about, you know, what about hours? And so changing the unit of measurements. This is a biggie. Number seven, show your work. Show your work. Things take forever when people wait until the last minute for like that ta da moment. And because there's no feedback loops during the process, which you kind of need for kind of that rapid iteration. Like, I think two bad things happen. One, you release because you've got this project that you're waiting until the end. And I've done this I've done this with you before, right? I've done this with my business partners where it's like, it's done.

I did it.

You're welcome. It's like, everybody's like, but it sucks.

I'm thinking, I know.

But the team has done it to me as well, right? Where they wait until the end, it's like, ta da. And when the ta da kind of falls flat, that's hugely demoralizing and a massive waste of time because you got to start over that showing your work would have done it faster. But the other piece is like, I found that this is when scope creep happens. Like, a lot of times projects take forever because the project keeps expanding because the goalposts keep moving. And a lot of this happens because you get anxiety because, you know, there's this ta da moment. And so you want it to be, you know, perfect. And so if you just say at every step along the way, anytime something happens, I'm going to show people, hey, here's what I got. What do you think the risk is? You invite a ton of opinions and the opinions could potentially take you in a lot of different directions. That could, you know, that could cause slowdown in other ways. But I think it's a. I think that that is a risk worth taking. Especially if you just say, I want to get people's opinion, but they don't necessarily, you know, like, I'm going to. I'm going to take in the opinion. Like, thanks, you've been heard. But I'm going to move forward or maybe not. Depends on who's making the decision. And then lastly, I think it's important, just like in general, raise the bar on everything. And this is the thing, man, I will give you credit for. You are so freaking good at this. Just raising the bar in terms of both standards, like standards of performance, and then also the expectation of the result, right? If the standards of performance, if what we're going to hold people to is higher standards, people get way more excited about that because they want to be the right. People get excited about it because they want to be challenged, they want to get better. The wrong people leave, which is awesome in and of itself. But not only does it the standards, but also the expectations. I mean, we think this thing can only do a hundred grand. Why not a million, right? People just get excited about big projects that mean something and they don't get excited about little kind of mamby pamby things. And so they're not motivated just to move very fast. And so oftentimes if you want to control your general effort, which you do have control over, right? You got control over the scope of the project, the unit of measurement, the effort. The way you control your effort is not by just, hey, suck it up and get it done. It's by having something that's worthy of the effort. So that's the way it thinks. Raise the bar, show your work. Change the unit measurement, Assemble your resources ahead of time, mise en place. Create single threaded teams, stack compounding tasks, Narrow the focus, define the problem. That's what I scratched out in my notes after being frustrated. Incidentally, credit to the team. I don't want to because they all our team listens to this stuff. They responded really, really well. So I was very proud of them. And no, everybody was like, you know, you're right, whatever there was, everybody was super cool about it, but that's what I wrote. What'd I miss?

Let's take a break for our sponsor and let them have a word with the audience here and then we'll come back and chat about it. How's that sound?

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Okay, we're back. So run through the list real quick. Ryan again.

Yeah. Number one, define the problem. Number two, narrow the focus. Number three, stack compounding tasks. Number four, create single threaded teams. Number five, assemble resources ahead of time. Number six, change the unit of measurement to something shorter. Number seven, show your work. Number eight, raise the bar.

Yeah, I like that. I think those are all great. To me, it's like I am always as you know, it's, it's. Why can't we move faster? It's been a challenge I've had with a lot of the different companies that we've gotten involved with. But I think like the very first thing is just the concept that it is possible. And so what is the possibility? And I think that comes from a thought experiment. So it would go towards your prep, I think, is that when you say, okay, so we're going to create a challenge, we're going to write a course, we're going to write a book, whatever it is you want to do. We're going to create a campaign, then it's okay, what's the estimated time that we're going to do? That we're going to do that. And let's say we're in a quarterly strategic planning meeting. We say, this is something that we want to do when we're brainstorming. Okay, what if we had to do that in half the time? I like that. Thought experiment is what would have to be true for us to be able to accomplish this in half the time that we've said that we're going to accomplish it in. And I think that alone causes you to think differently and think outside the box for answers. It's like, well, it always takes this long to have this. Why does it do that? Can we run that in parallel? Why, why, why are we accepting these facts? It's first principles, right? Let's go and assume that everything is possible without being constrained by the tyranny of time and the tyranny of how. And just say, what if we want to make this happen? That thought experiment, to me, I find to be super, super effective.

And then even if it doesn't get you to half the time, right. Maybe you come out of it, you're like, I think the point that you made is really important, which is it's the question leads to the thought experiment. It may result in we can get the same project done in half the time. It may result in we couldn't get it done half the time. We get it done in a quarter of the time, which is still a huge win. It may result in we can get it done in half the time, but we need to reduce the scope. But in reality, we can reduce the scope without materially altering the impact that this project would have. Right. And so the values in the thought experiment, whether or not you wind up at half the time or not.

Oh, yeah, agree 100%.

Right.

And then, you know, it's just getting to the maximum efficiency possible. And then I think it's, for me, it's okay, well then now we've got the thing that we want to do and this comes to chunking or I think specificity or units maybe that you were talking about, which is when we do something, we basically say, what are all of the things that have to be done to make this happen? And who is taking ownership of each of those things? And then what are the action steps specifically that that person needs to take to make the thing happen and then what is the next point at which we will check in? So what's the milestone? So now you've got chunking, you've got into specific small pieces because the end result is only ever the result of several small steps that then you've got who is going to own each chunk. What are then the specific. Because now we've got stakeholders and people who are going to be held accountable. Then you've got what are the action steps specifically that they're going to take, which we now then break down each chunk into the specific actions that each of these people who are stakeholders have to take to make the thing that's going to happen happen. And then the time based component, which is, okay, when are those action steps going to be happening? And I'll tell you, like in every meeting I do, I'm like, okay, so what are the action steps and who's going to do that? Okay, and when are you going to have that done by. And just that creation of specificity and accountability and ownership I think happens. You know, I think it, it creates the happening of things much faster, particularly in teams, because anytime there are interdependencies on that, nobody wants to be the person that's dropping the ball and causing the whole team to miss out. This, this happened to me at. I used to play in bands, right? And it would happen because everybody would learn their part, everybody would learn the song, and then the one person didn't have time to learn. And now you're all sitting there, sitting around, you know, waiting for the one person to listen to the song four or five times and figure out the parts that they need to play. This, to me is, is. It's. We are a band or a symphony of sorts in all of our teams and all of us need to play the part that we need to play and we've all got roles. And so I think it just gets muddied very often when you're saying, okay, we're going to launch a challenge to do this. Great, that sounds good. When are we going to do it? We're going to do that third quarter. Okay, you know, that's aspirationally vague, you know, but when you get down to, okay, what do we break that down into? All the things that need to happen and then assign those things and then say, what are the action steps? And we have accountability and ownership that I find to be super, super helpful. And then I was thinking like, like the.

I mean, by the way, 10. So we can stop. Because if you go to 11 I'm screwed.

Well, we can, we can keep going, Keep going. No, no, we can throw out the, you know, some of them, but yeah. So I was thinking about, like, smart goals are specific, measurable, which we talked about. I think the people have to time block as well. Like, you really have to help people with time management. So I'll very often with the team say, so when are you gonna. When are you gonna do that? And have you. Are you scheduling an appointment with yourself to make that happen? That's. That's very helpful. They're attainable, which I think is a little academic. And what is it. I know t is time based and R I think is relevant. That's the other thing. So relevancy is important because I think that a lot of waste happens in picking the wrong things. And so if you start with like, we have a to do list exercise, that is the first thing on the to do list. There's five categories. The first thing is, does it add to revenue or profit? Does it add to revenue or profit? Because if we're not spending time on things that primarily add to revenue and profit, then we're not gonna have as much revenue and profit. And then the second prioritization is does it help reduce an existing cost? Right. And then number five, way, way down the list is everything else. So it's like the first four things. I was trying to remember the other two, but I can't think of them off the top of my head.

Add to the customer experience.

Say that again.

I'm sure one of them is does it add to the customer experience? Which you could argue is that is one.

Yes.

It's gonna wind up being a referral creator or a churn, which kind of falls into both revenue and cost reduction.

But yeah, I think that gets so overlooked. And then last but not least is I think, a measure. I learned this from a guy that built a $400 million company. And I just was like, that's. It's just so simple and so smart is that really each employee needs to generate a minimum of three times their cost or they need to go. And the thing that I think we have throughout our portfolio had a challenge with is that we don't let people go fast enough that like, there's not a fail fast mentality enough with particularly well with people and projects. It's like, you know, is this thing going to work or is it not going to work? But it might languish on for, you know, two and a half years and a couple million dollars, and then it's like, ah, that's now it's still not working. Let's let it go. I think we just have to think when we're looking at anything about how do we make things fail fast, how do we build them to break fast and measure that. And then last but not least, I Love John Doerr's OKRs, the objectives and key results. That is in the Measure what Matters book. I think that's a key. So I'd flop all that stuff out on the table with the things you've got and then we have to whittle them down to seven. I don't know if we can do that today, but.

Or 10. We're at 10. Because a lot of the ones you mentioned, like, you know, like what you Talked about, the 2 list, a lot of that's defining what's the problem we're solving. Are we solving a revenue problem? Are we solving an expense problem? Like, why are we doing this? What is the specific objective that we.

See though, that like, yeah, why focus is, is really important.

This is why it's good to just talk with you from time to time and let other people listen in. I had never heard that three to one ROI for people before. I like it because frankly, the standard, that's the pretty low standard if you think about it.

Yeah.

I mean, three to one is like, that's, that shouldn't be that hard. I mean, like, it's not like you're saying 10 to 1 or something. And so it's not that.

It's also easy because like, then when you've got people who are not revenue producers, like you've got somebody in accounting, it's like, okay, well then you need to find out a way through efficiency or savings to pay for yourself times three. Right.

And that's a challenge. If you were gone, if you were gone, why would that all of a sudden cost us triple? Where, where if you were no longer here, what would slip through the cracks that you know? And. Because there's plenty of ways when you're dealing with admin folks where it's like, well, I mean, who are you going to go get to like chase down this money or, you know, are you going to pay this bill? How much do you cost? I mean, so a lot of it is, well, this person does stuff that if they weren't here, I would have to do and I'm pretty expensive. So yeah, I think it's, I think it's a very fair measure then. Because if somebody's just doing stuff to make us more efficient Almost certainly there's a three to one ROI there. So that's going to take care of a lot of your admin type crew as long as they're getting paid at least a third of what you make, which they certainly should be. So, yeah, that seems pretty good.

And what's on the chopping block then, do you think?

What's on the chopping block in terms. So we want to talk right now about who we got.

We got 10. Are we going to go to nine or are we going to go to seven? What do you think?

I feel good about. So I want to go back and review it, I feel. But I either wanted to kill one and get to seven or get to 10. And so if we're at 10, I feel like it's. I feel like it's solid and what I added.

Hey, Ryan.

So you said Ryan, Yeah.

How can we get to seven in half the time?

I mean, you know, if we hadn't talked about this in real time, but we're showing our work, then nobody would ever know. You could just kill a couple of them and see if anybody notices. Now it probably could get cut down. But here's what I got so far. Based on what? Based on what you added. So number one, define the problem. I think that's where it needs to begin. Two, narrow the focus. We've defined the problem. Now what is the specific focus of what we're doing? And I think that when you define the problem and then you narrow the focus on. Yeah, but what's the specific thing that we're going to do? Because probably this one task is not going to solve all that Problem, problem. That's going to be important. Number three, assign the chunks. And so not just chunk the project, but assign the chunks. So that's what I got. Number three, every project is made up of a series of mini projects. Clarify the mini projects and define who is uniquely responsible for each one. Because very often, especially in smaller entrepreneurial companies, it's like the CEO that winds up being responsible for everything and it can't be that way. So it's like cool. This project is made up of a bunch of mini projects. You got this, you got this. Let's figure it out. That's basic project management type stuff. It's just stuff we don't usually do. Yeah, I mean this is, none of this is like important, right? You've never heard of this? We're not saying you haven't heard of this, we're saying you're probably not doing it. So number four, stack Compounding tasks. So let's make sure that the work that everybody is doing at any given time is generally compounding one another. And it's the reason when we talk about doing quarterly sprint planning, you know, it's scalable. We select an overarching theme, you know, for like a quarter. It doesn't mean that people won't work on some stuff outside of that theme. But if we can align more activities to a given theme, compounding will happen. Number five, create the single threaded teams. And I think that's especially helpful now that we got the chunks. So this team can only work on one chunk at any given time. Right. So we're going to do that. Assemble resources ahead of time. I forget which one you mentioned, but it was absolutely like, let's make sure we got all of our stuff. Because I can't tell you how many times we've been stalled out because we realize, oh crap, we don't have this like now. We need to stop everything to get this. Make sure you got it before you start. Do other stuff until you got it. Change the unit of measurements and then eight have the time.

I think you could get rid of. Change the unit of measurement to go into the chunking. Because if we're chunking, then that is by definition.

But now I'm back to nine. I'm back to nine, you sadist. Show your work and then raise the bar. We're at 10 right now. You want to take me to nine?

Yeah.

What's wrong with you? I was at eight. Nine is worse. Nine is way worse than 10.

Better than nine.

Nine is gross. Who you ever seen top nine? Find like one TV show of the top nine travel destinations. Everybody just be twitching because it's not how it goes. It's a top 10 countdown. It's 10 or it's seven or it's three.

I mean, Google reduced the results on Google search from 10 to I think 7.

You know, I was fine with 7. It's either 3. It's 7, it's 10. It's the rule. I don't make up the rules, Roland. These are the rules. Look, here's what we're going to do, team. We're going to review these and we're going to, you know, document them and we're going to come up with, report back on what the final version is. We've had time to think about it. Sound good?

Like it? Yeah, sounds great.

Because if you, if you make me drop down to 9, my OCD cannot abide.

All right, well, assuming that you guys are interested in this kind of stuff, which I don't know why you wouldn't be interested in. How can I get more. We're talking about, about efficiency here, right? If we look at effectiveness, that's the ability to get things done and we look at efficiency, the ability to get them done expediently, then we're really focused here on how can we become more efficient. And if we can double our efficiency and achieve the same effectiveness, the same outcome, then that's a really powerful thing. So that's what we've been talking about. And we talk about all kinds of stuff like this all the time. And two of the places that you can look for that one is in how we run our businesses, which is a result of trial by fire and living in the trenches. That's all at scalable co, not scalable.com and is that general site the best place for people to look? Ryan, for stuff from Scalable?

Yeah, check out Scalable Co. If you click the link at the top, you can get our playbook on how we scale companies and there's some videos on there and stuff like that as well. Yeah, Scalable Co. Nice.

And the other place is right here on this podcast, which you can be reminded to always listen to every single week by subscribing to it. And if you want to help share this with other people, we would sure appreciate if you would give us a five star review and say this is cool stuff and other people can benefit from it too. And we appreciate you guys being here and listening and we will see you on the next podcast.

Ever wondered how some people build real wealth through acquisitions while others just sit on the sidelines? Well, I'm here to tell you it's not about luck. It's about having the right system, the right deals and the right guidance. And that's exactly what we give you in the EPIC Deal Fast Track. If you've been thinking about buying a business, but you keep getting stuck, whether it's finding the right deal, structuring the financing, or negotiating with sellers, you are not alone. Too many people waste months, even years just thinking about acquiring a business while the real opportunities pass them by. The EPIC Deal Fast Track is not another course. It's actually an implementation program. And it's designed to get you from the idea to the acquisition in just 16 weeks or less. We work with you one on one to help you find, fund and close your first or next deal. And once you do, we're going to plug you into our elite EPIC board community so that you can keep scaling through through acquisitions. We install three powerful systems in your business. The first is the deal flow engine so you always have high quality off market deals coming to you. Number two, we give you our offer and funding system so that you can structure offers that get accepted and fund them creatively many times with no money out of your own pocket. And number three, our closing and integration system so that you don't just buy a business, you actually succeeded, successfully run and scale it once you have acquired it. Plus you'll have direct one on one support from an epic deal advisor every.

Step of the way.

And that's people that have actually come up through this system and done these deals themselves. That's the only way to become an epic Deal advisor. And if you're serious about acquiring a business this year, don't just sit on the sidelines. Just text I'm in to 334-458-9034 and we'll get you in. So text all I'm in to 334-458-9034. We'll get you in. No fluff, no wasted time, just real deal making from people that are actually out there doing deals right now.

I'll see you there.