75 | From Mindset to Millions: Unleashing Growth in Home Services with Kristen and Justin Deese

Welcome to Freedom Blueprint podcast. If you're watching this on YouTube, then that means the studio worked in this recording for her. Kristen is hanging out with us today. And if you follow the podcast on regular basis, know, Kristen is my amazing wife. If you don't follow the podcast on regular basis, one, you should. And two, this is my amazing, awesome wife, Kristen. Awesome for you to come hang out.

Nice to meet you.

Today we're going to talk a little bit about mindset and business. But before we do, I want to I want to talk about what we got going on right now. We're in a new studio that has been a very fun slash frustrating project and it's still not 100 percent. But I think it's probably 80. 80 ish 80 90. Are you thinking 70? OK, OK, good. All right. So we'll go with 90.

I'm feeling higher than.

We debated it, and you're right. So, fun fact, when I was in school, that was not an A, that was a B. So, I know, they're like, you have to have a 94 to have an A. Isn't that crazy? Yeah. Whatever. So,

That's insane.

So anyway, so we're in the studio and we've gotten to learn so much about audio and video and lighting. Oh my gosh, the lighting part has been big, big fun.

I never knew how much money you could spend in studio equipment. Well, and we're not even like medium end studio equipment. It's insane. The cameras and just the money that you can spend on this is insane.

and then I went and bought studio equipment.

So a little funny story. Jared is a friend of ours who runs the Wealthy Plumber Group. And he, ironically enough, lives right down the road from us. And he came out to the house and we were looking over the studio. And he's like, I'll send you some links to some stuff. And he sends me the cameras that he uses. And if you follow Jared online, and if you don't, you really should, he makes amazing videos. And the quality is outstanding. And.

He has invested a truckload of money. He's like, here's this camera. I was like, my first car wasn't that expensive.

So I felt this early on, like I was thinking about it early on, but I just kind of confirmed all of it is you can invest a bazillion dollars in equipment, but if you don't know the foundation of lighting and the foundation of all of the different settings on your cameras, if you don't have that knowledge, I mean, you could spend a crap ton of money on equipment and it's still not looked very good.

There's finding that balance between whether or not to invest in the high-end equipment, but also making sure that we know how to appropriately operate it.

And we're learning, right? It's a new skill and it's just like anything else. You have to put in the effort. You've got to put in the work. You've got to put in the time. You have to do some trial and error. Sometimes you have to invest money that doesn't pan out quite the way you hoped it would, which we didn't plan this, but that's a perfect dovetail. And what we're talking about today is really about mindset. mindset and mindset are running your business. And when we talked, I'll say this.

Generally when we do a podcast, we kind of from a super high level talk about it. Like, Oh, that's a really good topic. And that's kind of it. We kind of write it down and move on. Now, sometimes we have notes. We've got a couple of notes here. Um, but it was, it was just one of those things where we're like, Oh, let's, let's talk about mindset and the difference between really the businesses that have been in business for 10, 15, 20 years.

and they're still at that owner operator mode or they're at that, you know, the owners in the truck or they they're at that four truck hump or that eight truck hump or 12 truck, you know, there's always those different growth humps. We just thought that that would be a really good topic to talk about today. And before we jump into it, I do want to say this. What we're going to talk about is not made to hurt anyone's feelings.

No, we would never.

But sometimes when you hear the truth, it stings a little bit.

Yeah, so we both have spent a lot of time and energy and focus on really the fundamentals of coaching. And there's a lot of times what comes up from that is that as a coach, sometimes it's our job to hold up the mirror, but we don't always like to see.

the reflection that we get when we hold up the mirror, But the cool thing about it is because we are in the perspective that we're in, because we're outside of the...

view there, it's easier for us to see that high level picture when we're not in it, right? So when we talk about stuff like this, sometimes it's really just enough to be on your level of awareness. And then sometimes when it's on the level of awareness, that's enough to be like,

mean, awareness is one of the most powerful tools out there because once you have the awareness of it you're like, you know what? I am doing this thing that is not helping me drive my business forward or personal life forward or whatever it looks like. That's kind of the first step in order to go, OK, well, now have to be conscious about I'm doing this thing that's not getting me the result that I want.

If I'm good with what I'm getting, then I'm fine to keep doing what I've been doing. If I want something different, I'm going to have to make some shifts in what I'm doing. anyways, that was kind of the disclaimer, I think of.

So yeah, so what we wanted to talk about today is what we've noticed that's different about the business owners who are going from zero to a million miles an hour in a very short period of time. And those that seem like they're just kind of like stuck at a certain business size for a really long extended period of time. I will say that sometimes,

I wait to every now and then we'll talk to a business owner who's like, you know what? I just I'm I'm good here. I don't want a big business. I don't want to grow crazy. I just want to do my thing and I want to like make a little money and I want to that's cool. Sometimes that's being said, but that's not really what they want. It's just an easy to say, well, I'm good. I'm good with it. That's the size that it is right now. But sometimes it's actually authentic.

Well, and I think it's, you know, sometimes it's people get jammed up on at the end of the day, it's your business, right? So if it's your business, you can run it however you want. So if you hear something from us or someone else that you're like, I don't don't like that. I'm not going to do it. It's your business. You can do it or not. Like it's it's just information that people are trying to share. And there's nothing wrong with.

I don't want to use the word stagnant because I feel like that has a negative, but there's sometimes where people have a business and they're, they're like, man, I'm really good at the spot that I'm in. I don't have a desire to have a hundred trucks or a $50 million company or any of those things. And there's nothing wrong with that. But again, we circle back to the awareness. You've made the conscious effort and you have the awareness of, I don't want to have that stretch or have that time. Cause listen,

Sometimes it's better to have a smaller business with more money than a bigger business with less money. That's a that's a huge conversation. So I want to shift the question to you because we look at businesses from a different angle. you know, being the virtual CFO and knowing that you work with so many businesses from the financial side of of the businesses, what are some things that you feel like hold up? Progress.

or growth or whatever it is there.

I would say that from the financial standpoint, the thing that holds businesses up is gonna be deciding where to spend money, especially from the overhead standpoint. So it takes money to make money, but.

show does.

But figuring out where is gonna be the best place to spend the money in order to help in the growth is the challenging part. And there's a lot of times that I'll see business owners who seem to be spending money in the areas that are not gonna help the business grow. so, overhead is the biggest area for that. There's this weird place in business growth where

when you're really little and the owner can do a lot of the things, your overhead is really low, because the owner can do, or owners can do a lot of the stuff. But then you get to this area of growth, like between the $1 and $3 million revenue range, where it's really, you're bringing in more money at the top, and.

all of these opportunities to spend money start to arise and we go to shows and we see vendors and we do all these things and we're like, ooh, that looks like a cool service, that looks like a cool feature, that looks like, and we start buying stuff and then if we don't increase revenue at the same time that we do that, what we end up doing without really realizing it is just cutting into the net.

the net profit. so it's, and then you get to a point where you have these services that you've invested in and you're like, well, I can't run the business without them. Like I need them. And so you kind of get to a point where you don't have a choice but to grow revenue in order to be able to cover the overhead services and stuff that you've invested in.

So I think it's easy to forget that this business, this industry that we're in of the home service space and that whether you're plumbing or HVAC or garage doors or whatever, this is not a new industry.

been around a long longer than like the internet and cell phones.

I mean I can remember when we first launched our first home service business God this is gonna make me feel old but I mean there wasn't GPS's yet there was cell phones but

And there was not a scheduling software. We were writing schedules out in a book. in a. Yeah, it was a it was a book that I bought from a hair salon supply place where you could like write out everybody's schedule on there. So and our orders are coming in via fax.

my gosh, I remember that we'd come in Monday morning and be just. Not a lot, maybe pretty happy though.

Yeah, paper all over the place. And there's still companies out there who are running their business without software. Now, by no means are we suggesting that you should not be running your company using the latest technology. But as business owners, there's this thing that you're all familiar with, I'm sure, which is the shiny object syndrome. And it's really easy to get drawn in by that kind of stuff. so

You know that it's it's between that those upgraded things that we get lured into as business owners.

And then sometimes it comes down to how much money we personally are drawing out of the business too that kind of keeps us stuck where we are. So if we're if we're as owners pulling out too much of the business then there isn't too much funds from the business and there isn't enough cash to reinvest back into what growth could look like because we are having to get another van or having to spend the money on in payroll to get somebody trained up and develop the training program in general and

There's a whole lot of things that come with growth. So if we're pulling too much out of the business personally, then there isn't enough funds left over in order to be able to cover growth.

So I think that's a great topic that I'd like to dig a little bit deeper into. Before we do, I'm gonna go back just a second to the technology side of it. You'd mentioned like, you you go to shows and you're like, I've got to have this thing. The people at the shows that are showing you this thing that you must have, like let's not forget they're selling you a product or service. And there's nothing wrong with that, right? We all sell a product.

or a service, just again, to go back, cell phones weren't a part of this industry not that long ago. I 25 years ago, most people still didn't have cell phones. GPS in every vehicle wasn't really a thing. GPS's of the vehicle wasn't really a big thing at the time. So there is certain things that I...

that you do have to have to run your business. And the day and age that we're in, Your techs have to have cell phones. They really should have tablets. You need to GPS your trucks, because that's $100,000 plus dollars of your stuff rolling around you wanna know.

And all of that stuff aids like we want to be able to look at again virtual CFO We want to be able to look at the return on investment Yeah, right So so all of those services and features are great and the whole point of them is to help you become more efficient as a company So you are able to generate more revenue as a company? So if you're investing in all of these things, but you're not turning around and generating more revenue as a result of it then you're not getting your return on investment and so

That's kind of where it is, use the technology for sure. Use the technology and just make sure that you're getting return investment on it.

Yeah, make sure you have the capacity to implement whatever it is you're investing in. So I do want to give this example. There is a newer technology out there now that is the AI recording when the technician enters the home. Personally,

Which how cool is that? From an AI or from a return on investment, I mean the opportunity that you have from that, you are not paying somebody to ride along with that person to do, mean my gosh, you have the opportunity there to have that be a major return on investment.

But but but one of the things is that is a big initiative that you're if like if you're a three truck operation and you don't have somebody who can manage that process, you're going to have you're going to struggle and it's going to be hard to get an ROI. I'll give a good example. Levi Torres, who's been on the show multiple times and actually for any of those that are coming to the event.

that Kristen's sponsoring or hosting in May, he'll actually be there as a speaker, which we're really excited about. We'll talk more about that in a minute. But he was one of the first people to roll it out. And Levi's just, he's an early adopter and an implementer. And so I was like on the phone with him on a regular basis, like, how's it going? What's what, you know, give me the good, the bad, the ugly, give it all to me. And, you know, one of the things he said was, man, if you don't have somebody to implement it, you're done.

Like you have to have someone implement it. And if you don't.

Well, mean, the same goes for these big softwares too. The big software, right? If you don't have somebody who is an expert in that big software, who makes themselves the expert in that big software in your office, and you're not fully implementing it, then the up to thousands of dollars a month that you're spending on it, you're not going to see the return on investment. you have to be able to put in the time, effort, and energy to be able to actually implement it fully to the extent that it's intended to be implemented.

Yeah. So, so again, any of that technology that you adopt is fantastic. It is great, but you've got to make sure you have a plan. You can execute it. Somebody owns that project. Doesn't matter what it is. make sure that somebody is owning it or the captain of it or whatever verbiage you want to use, and that you're checking in as the owner. If someone else is the one captaining that program, make sure you're checking on a regular basis and ensuring that you're getting an ROI because you see a lot of times people

get into this new technology and they'll sign a contract for let's say a year and then at month three they're like I don't have the capacity for it you should have done some training on the front end of that to make sure that you had the capacity for it and I get it we all make this and I'm right there with everybody like I've bought lots of stuff that I'm like I'm gonna crush it with this and then four months later Kristen's like how's this thing going I'm like what thing

thing is hitting the credit card every month. So anyway, so I just I wanted I thought that was a great topic and I just wanted to make sure to kind of drive that point home of technology is fantastic. But you have to be able to implement it and you have to have a plan to roll it out and it has to have an ROI like that's kind of the steps of every time you are going to invest in something like that. So let's go back to what that was my short detour.

Thanks.

That was a short one.

Squirrel. So let's go back to you were talking about the owner comp basically to kind of up what you said. Yeah, because I think that topic comes up a lot and I think it's worth because you know, sometimes people don't know and they're like, well, I'm running this business. I feel like I should make $200,000 a year or.

Yeah, so I've seen two extremes. One is the owner doesn't pay themselves at all. And that's usually in the very early, early stages of the business because there just isn't the funds to do it, right? And then I've seen the other side of it where the owner's a lot of cash out of the business in a variety of ways, whether it's through payroll or draws or

home improvements that are run through a card. There's all kinds of ways, whatever, that we're not even gonna go down that road.

And part of that is the benefit of owning a business. Let's say that.

And it can be hidden too, like in the owner's truck payment, even though that truck is probably not actually running calls, and the owner's car insurance, and the owner's cell phone, and like.

I drove to Home Depot the other day.

It all is technically part of the comp plan and it's really easy for that to add up pretty quickly without you realizing it, which a lot of times can cut into the overhead. And then there's the conversation of salary versus straws versus running certain expenses through the business. And so,

One, will say that I have to throw the disclaimer that I'm not a CPA and I do not do taxes. So you always want to consult with your tax advisor.

But a lot of times what we'll talk about is there is a certain portion of your pay as an owner that you need to run through payroll if you are in the day-to-day. If you're in the day-to-day operations of the business, the government wants their taxes and as an employer, you pay a portion of payroll taxes on all of the wages that you pay to your people.

If you are in the day-to-day, then you are an employee of your business. And if you're an employee of your business, you need to be paying yourself through payroll.

And a lot of times what we'll talk about is you pay yourself a reasonable salary of what you would pay somebody else to do your job. For two reasons. One, because you can't pay yourself minimum wage through the payroll and then turn around and take the rest of it and draw, because the government says, I mean, obviously you would pay yourself more than minimum wage and they want their payroll taxes.

But the other reason from that managerial accounting side of things and what we look at at the virtual CFO is if you ultimately and eventually want to work yourself out of a job, you need to make room in your budget for somebody to do what it is that you're doing. The only way to do that is to be paying yourself what you would pay somebody else through payroll because then as you're doing your financial analysis every month, you are.

building the cost of that into your budget now. And you know what your revenue needs to be, and you know what your gross profit needs to be in order to be able to cover the overhead, including your payroll, to be able to get to the income that you want. And then if you, as the owner, want to take more money out of the business after you've run yourself through payroll, like you would be paying somebody else, then do it as a draw. And really, that needs to be like, if you have a great quarter and you want to do a draw, cool.

This is the part that turns into the mirror of reflection. What we don't want to do though is we don't want to cash starve the business because we as owners have high personal expenses. So if we as owners have really high personal expenses, if we have a high mortgage, if we have a lot of credit card debt, if we have high vehicle payments, we can't have the company fund that at the cost of cash starving the business.

Yeah. Well, and so. Let me tell you what I heard and I'm guessing most of the people listening. For me. You got to pay yourself something. But I mean, you have bills you have you have to live, so there there has to be something that you pay yourself. But you know, for me. My goal right or wrong or whatever.

I want to pay the least amount of humanly possible. Humanly possible. And I won't go down that rabbit hole.

There's a reason that I write the text for the IRS. Because if you wrote it, it would be.

You mean checks in the mail. You didn't get it. But but when you're giving money in taxes and whatever unnecessarily that's funds that you could be using in other places your business. So again.

We're not CPAs. Every state's different. Every, you know, every situation is a little bit different. And when you start your business or even as you have your business, which most of the people listening already have a business, there's some things you've got to have in your court to protect yourself. And one is you need an attorney, not a high powered, whatever, whatever, but you need an attorney. You need a good CPA and you need a good CFO. Just throwing that out there too.

christenedice.com. anyway, so we can, I think that's, I think that's a good point because that people do a lot of times they're not quite sure they're like, well, how do I pay myself? And you know, I think everything in your business needs to be run off of percentage. mean, that's numbers don't lie. And if you're taking out 40 % of the revenue and your salary, you probably aren't at that level yet.

Yeah, so. Right, right and and you know. Again from the confer with your tax professional, but. What I would not if it was my business, what I would not want to do is pay myself will call it $300,000 in salary through the payroll company because that's quite a bit more than I would pay somebody else to do it. And as the employer of that situation, I'm paying employer taxes on all of those lines. So if I reduced my amount

on the salary down to what I would pay somebody else to do it and took the rest as a draw, I could at least be saving on the employer side of the payroll taxes on the difference. Now, you still gotta pay the income tax and you still, you know, but at least I'm saving that little bit of tax payment from the payroll side of it.

Talking about taxes and government and the IRA really brings me down. Really brings me down. We can change the topic. Let's change it. I would be excited to change.

now.

Okay, so we're talking about mindset today and the difference between those that seem to stay stuck for a very long period of time and those that are in a perpetual movement. Perpetual advancement, perpetual movement isn't always productive but. Perpetual advancement.

Yeah, busy is not profitable.

Yeah, I would say to me when I see the difference in the two people is normally perfectionism gets in the way of an owner operator becoming an owner. Right? Meaning they're like, well, nobody's going to run that call as well as I am. Nobody's going to take care of that customer as well as I am. And all that is great. And here's the spoiler alert. You're right. It's not going to happen.

You're not gonna find an employee that is going to care as much about your business as you do.

I mean, I know we all want that and that's our dream. And that's not to say that they're not gonna get close, but at the end of the day, if your business takes a hit and you lose $100,000 a month, you might not take a check out of the business. My guess is your team is still gonna want their money. So there is a different level of, I don't even know the word I'm thinking of, but buy-in or not buy-in, but...

now.

I will say that when we've talked about this before, I've always paired it with that's why everybody is into business owner. It takes a little extra grit.

to be a business owner and that's why everybody is not. But you can put in some safeguards and protections to help ensure that in as many cases as possible the customer is getting the same thing that they would get from you.

You still want consistency. And by that, I don't mean, well, OK, well, now you've hired technicians. You can let them do whatever and they can be jerks or whatever. That's not my point at all. You still have to have a system and you have to train and you have to teach them how to do it. Again, the challenge that we have in the industry that we're in is however many trucks you have or however that's how many brands you have each day. So you can come in the office and you train every day. And then when when the technicians deploy,

You've given them the knowledge and the training of what you want them to do, but then when they cross the threshold of that door.

It's like the Wild Wild West out there.

It can be now again, let's tie back to the AI. That's going to that could could help with some of that in the future. But but yeah, kind of what what's let go of the vine. You know, they talk about that. And in the US books, they talk about, you know, let go of the vine. And that's part of it. You have to be OK with. Letting people do a job and kind of managing the the outcome.

not necessarily every moving part of it. And that's just a challenge.

you.

gosh. I'll say the attitude of not attitude, but the unwillingness to try new things. Right? So if in sometimes it's hard, right? So if you're if you're a person who is in that, let's say four truck hump stage and that that seems to be a big one for a lot of a lot of business owners is is breaking through that four and eight truck hump. You're going to have to make some investments, especially in technology.

in order to deploy more technicians, in order to deploy better products and services to your customers, you're gonna have to be able to break out of that a little bit and be able to be okay with failure. As you grow in your business, there's ideas and things you're gonna do that you're gonna roll out that aren't gonna work.

So I'm picturing a response that we've heard before if we make a suggestion when we're talking to a business owner. And the response is, we tried that before and it didn't work. if you find yourself thinking that or saying that, instead of saying or thinking, we tried that and it didn't work,

Or that's how we've always done it.

modify that just a smidge, have a little bit of a mindset shift that says, we tried that before and it didn't work, but how could we try it again differently a little bit to see if we could get a different outcome? So there's a lot of times that those that are stuck are in that mindset of tried it once, didn't work, never trying it again. That's not to say that you can't learn lessons and there are certain things that come up that you're like, well, I'm never gonna do that again, rightfully so.

That's not the case for everything. so to be able to be, you kind of have to be coachable. You to be coachable to be able to say, hey, you know what, I did try that. I didn't love it. But if I were to try it again, maybe if I made this one little tweak or if I looked at it from a different perspective or tried it in a little bit of a different way, I might get a different and better outcome than I did the first time. So that coachability is a big thing.

100 %

Yeah. Well, the world is ever changing and, you know, with technology every day looks a little bit different. And, and again, that's not to say you have to be an early adopter on every single thing that comes out and rolls out and you shouldn't be. But there there's change that happens. And that's part of the, that's part of running a business is that you have to be.

studying what's going on in the world around you. have to be paying attention to the technology. Even if you're not implementing it, even if you're not deploying it to your team yet, you still got to be paying attention to what's going on. And again, to go back to this, like AI, mean, that's the thing is you got to be paying attention to it. Now, whether you're using it on a day to day basis or whatever, that's for you to decide, but you still got to be paying attention to what's going on so that you, because eventually you're going to come to the point where you're going to have to utilize.

Some of that.

I think another thing that we do as leaders in our business that actually help us stay stuck is hiring a whole team of people that are just like us. Everybody has a unique set of strengths and weaknesses and. We the company is only only going to elevate itself to the level of our ability as a leader.

Mmm.

So if we're not doing anything as a leader to make ourselves better, and then we also go and hire a whole team of people that are just like us, is that the law of the lid? Is that what that is? The law of the lid where you're capping out at whatever your ability is, and that is all of the further that your business is going to go.

And if you're surrounded by people with the same either mindset or ability, there's no way to go out. mean, that's why they say you're the average of the five people you spend the most time with. I mean, that's that's where that comes from is that's the truth. So you've got to always be looking for not always, but you got to be finding people that are advanced further than you, which is why things like best practice groups are really important or going to live training events.

are super important to do.

That was your softball to plug. I feel like you were not picking up what I was putting.

to plug a amazing live event that you need to be coming to.

Yeah. So if you want to know about that power, profit, workshop.com is the domain to go in there and check it out and yeah. Level it up, baby. Level it up. So again, mine's mindset matters. You know that I think that's one of the big differences between the companies that are growing and the companies that are not growing. It's the same as you see people that are wealthy.

Level up your leadership.

and they lose all their money. And within 12 months, not only have they made their money back, they've made more money. And I think that is because they just have a different mindset. They look at it differently. And I think those people typically will look at that situation and go, okay, how would I do it differently doing it now? And I think for owners, that's tough to do sometimes, but I can remember an exercise. Okay, this just came to mind. I remember an exercise that we did.

And this is after we sold the first plumbing company that we had. And one of our friends said, OK, well, if you were to do this again, how would you do it differently? And I think both of us said pass. Which. For anybody listening, we did not pass. We did it again, but we sat down and kind of just as as fun, drafted up a plan of what we would do, and it sat for several years. We didn't do anything with it, but then when we created.

Paradise Home Services. We basically dusted off that plan and went, here's how we're going to do it differently. And that's how we went after it. And that's how we were able to grow the business as fast as we were is because we took the lessons that we had from the first time and what we kind of are non-negotiables. What do we not want this time that we want this time and and kind of went through the exercise. And I would say that worked out pretty well for us. Yeah, I think that was a good move. So yeah, don't don't be afraid.

as a, as a owner, as a leader to take a step back. Right. I think the big difference is the tactical versus the strategic, right? And I know we talk about that a lot, but you know, the tactical is going to be that day to day jumping in the truck, solving a problem, turning the wrench. And the strategic side of the, of the running of the business is the sitting down and learning about technology coming up or going to.

an event for training or being part of the best practice group. I mean, that's all the strategic things and you have to do that in order to run a successful business. And quite frankly, if you're like, I don't want to do any of that crap. I just want to turn a wrench. I just want to whatever my suggestion to you then is go find a really good job. There there is really good companies right now that pay really well. They have great benefits. They have amazing 401 K's and health and

whatever else, retirement, you know, all that kind of good stuff. But if you find yourself with that mindset, you might be better off served to go do that because otherwise, what are you doing? You basically own a job. That you can't take vacation, you can't get off a day like you're just kind of in a that perpetual motion of working in the business and never on the business.

So there you go. was a good topic. We had to take a quick pause there, but I bet through video editing, I'm going to be able to. I won't be able to, but yeah, anyway, so that that that really puts a bone in what we want to talk about today is really mindset matters and you know how you go about running your business on a day to day basis is going to affect the growth and the people that you have around you. So any any closing thoughts before we wrap?

of editing you won't even know.

I know, I think that covered it pretty well.

Well, fantastic. Thank you for coming and hanging out. This is the first thing we've done in the actual studio. We did another podcast, but we weren't in the in the studio part of it. So this is exciting. More to come.

it is exciting. I'm excited to get our piece of furniture. Yeah, it's cool. It's also the color, that color, that wall back there, which by the way, I think we both love. We've used it here and we used it in the house. It's called Carbon Copy by Bear, if anybody's interested. It was a little scary at first because it's almost black, but I really like it.

Yeah, we do have a piece of furniture coming, so.

Carbon copy.

It's pretty cool. Well, cool. Awesome. Thank you for coming and hanging out and on the power profit workshop dot com will have some notes in the show notes on there. If you want to come and hang out, we've got some pretty awesome people. They're going to be there. This event is going to be a small group setting. So 40, 50 people is going to be the max. So there's going to be a lot of kind of rolling up your sleeves and doing the work, not a talking at you kind of thing. So we appreciate it. And you guys have an awesome week.