Episode 278 - Can You Create A Disney World Experiences in Auto Repair With Bret Beitler

0:00For years, the automotive industry has been plagued with the perception of shady business practices, greedy owners, and incompetent technicians. It's time we flip the script. Good clap, David. I'm very proud of you. I don't know if you know this, but this is not a standard podcast, David. We started this podcast in order to bring everyone together to have the tough conversations everyone's been avoiding.

0:31Instead of endless complaining and pointing out the problems, we seek to get everything out in the open and look for real solutions. To do that, we bring on industry experts, vendors that are changing the game, multi-million dollar shop owners, as well as those that are struggling every single day to pay the bills, and everything in between. We're not professional podcasters pretending to know how it is.

0:56We're in the trenches every single day trying to pay the bills and hopefully achieving some success. So if you're tired of overly polished scripted conversations, it's time to tune in to the Changing the Industry podcast. Lucas and I are proud to partner with the Institute for Automotive Business Excellence as a means to help shops, whether they're getting off the ground, hiring their first technician, or looking to pass along their business to a new generation.

1:29So jump down to the show notes and check the link in the description, which will take you to their events page. The Institute is committed to bringing world-class training to shops all over the country, including their Leadership Intensive, their MARS Intensive, and the Service Advisor 3-Day Intensive. Some of these events take place all over the country, so jump down to the show notes, click the link, find an event near you, and experience world-class training unlike anything else you've seen.

2:03And now on to the episode. Hi, Brett. What's up, guys? How you doing? Good, man. Very glad to be here. Yeah, it's a rainy day at Vision. That's right, kind of nasty out. Yeah. Are you staying in this hotel? Yeah. Yeah. So, you know, last night was a walk over, bro. Yeah, it was nasty. Yeah, it was pretty rowdy. It was pretty rowdy.

2:24Introduce yourself. Yeah. Guys, Brett Beitler. I am from Houston, Texas. I've been with Josh on the Limitless Leadership team for about 6 months now. Yeah, but I've been in small business ownership and leadership positions for 15 years. My family and I, we own preschools, swim schools, and urban air adventure parks. Yeah, mostly in Houston. I have a location in Nashville, Tennessee. I've been in leadership positions, like I said, for about 15 years and loosely been doing this coaching and leadership segment for about 10 years off and on.

2:57Right. And I kept feeling a nudge and a push and a, bro, what are you doing? Why aren't you doing this more often? Yeah. Type push from a lot of my friends and people that I associate with in the business ownership world. And man, as of the past 12 months, I've doubled down and said, let's, let's do this thing full time. So As we run our companies and I get free time, I'm here.

3:18I'm doing this with Josh. I love it. So it was really interesting. We were in Pennsylvania, I guess, a year ago, and I was talking to Josh about a friend of mine that I didn't know at the time is a friend of yours. And so we had started talking and we were talking about the fact that, hey, I have this friend. He's actually coaching the family business right now, etc., etc.

3:45He's like, that guy sounds really familiar. He's like, this guy Brett was telling me about this guy, and I'm just curious, like, is it possible it's the same guy? And I was like, there's no way, right? Turns out it's the same guy. Our buddy Jeremy. Let's go, man. Pull him somewhere out in the middle of nowhere, right? And so Jeremy was heavily involved with Urban Air, right?

4:08Yeah, you're heavily involved with Urban Air. And so it was kind of cool to meet like all these acquaintances that knew each other from— and I, I, have I ever told you about how I met Jeremy? I think I told you about that a little bit last night. Yeah, yeah. So like, um, when, uh, Mike was telling us about the, oh, how do you bounce back from that, right?

4:28I was talking about the family entertainment center we have and was saying, hey, some things happened, we're looking to hire a coach for the family entertainment center. And Mike's like, hey dude, I know somebody. And so it was like this crazy, like, chain of events that brought all this together. You don't believe in, in, uh, circumstance, do you? No. Uh, Mike Allen?

4:49No, no, no. Mike from Auto Shop Follow-Up. Oh, oh yeah, yeah. Okay. Yeah, yeah. You remember he, um, yeah, yeah. That dude's something else. You need to meet him at some point. Okay. All right. You haven't met him? I have not. That guy is a trip. He's like, he's going 100 miles an hour all the time. Yeah. Yeah. It was evidently when he said you don't bounce back from that, he was going a little faster than he realized he was going.

5:16Whoops. I mean, that is pretty bad. You know, I don't know. I will say that I'm going to have to put whatever reference of the episode. I don't even know what number it is. I'm going to have to look it up and put it in the Okay, I'll make sure I don't bring anything up about past episodes ever again. Yeah, that would be helpful.

5:32Okay, I'll do my best. Um, I, I will say, like, I feel like family entertainment centers are easier than auto repair shops in a lot of ways, uh, but they also have that risk associated with them that we don't. I mean, like, in auto repair, we have risk associated with it. Somebody gets hurt or killed after driving an automobile, something like that.

5:55Like there is risk associated with it, but I think it's lower than what it is in family entertainment centers. Somebody falls, somebody gets hurt. Dude, we had a gentleman and I just barely caught it out of the corner of the camera and I didn't even catch it. Jordan caught it. We had a gentleman who fell and had a seizure the other day.

6:14Right? Like bad seizure. Yeah. 45 seconds to a minute. Geez. Life flighted out. Was he on an attraction? No. Okay. Just in— Yeah. And so what he had done is he came down a rampway and he walked off of the clear paved path, and him and his buddy were trying to slide on ice that was off the side of the path. And so he was trying to slide and he— his buddy did it like 4 or 5 times.

6:38And then first time he did it, his feet went out from underneath him. He landed square on the back of his head and like hard, right into seizure. Yeah. Jeez. Yeah. Scared the bejesus out of me. Right. Yeah. And so a lot of people don't realize that when you're in that situation, you have to— because it is an entertainment park, everything is judged as, hey, they shouldn't have been able to walk in the space that they weren't supposed to walk in.

7:03They shouldn't have been able to access X, right? You have to have that level of due diligence that we don't have to deal with in auto repair. Still high liability, but man, it's a little bit different, right? And you're dealing with less skilled staff. Yep. And so I think that that's one of the interesting dynamics when you're looking at that. Tell us, how did your family get into all of these different businesses?

7:23Because that's a lot of— like, there's a lot of variety there, you know? It's, it's variety, but it's the same. I mean, if you look at it, right, we're serving kids and families. Yeah. So it's family enrichment and childcare, education. Yeah. And just taking care of kids. Right, right. Um, you look at the preschool space, that's where it started. Okay. We have a family friend that's been doing this for a long time.

7:44He has 6 of them in Houston, and he invited us along to come check it out. We peeled the layers of the onion back and said, man, this is really interesting. Spent several visits with the guy, and man, he said a statement to me that I'll never forget. If you don't go into this industry and answer the calling that I believe you deserve to be in, you're going to be doing this industry a disservice because I believe the industry deserves to experience you and your heart.

8:09Right. I looked at my business partner. I'm like, well, how can we say no now? I mean, right. Like, I appreciate that. So one turned into 2, 2 turned into 4 over the course of 6 years. Met friends in the Kids R Kids preschool space that did Urban Air. Okay. Met friends in the Goldfish space in Urban Air, and it just kept running.

8:33And the opportunities in Houston, Texas just kept knocking at our door. And I mean, we knew it was a sign from God to just keep pushing. Right. Just lined up in such a genuine way. We, we knew we could in the same market run something much bigger than a 1 to 2 location shop and build a really big team that can serve.

8:52I mean, we probably handle 30,000, 40,000 customers a month through these businesses combined. Yeah. And I mean, we have the opportunity and duty to serve 250+ employees now. That's awesome. In that market. Well, so like Shopware is the modern cloud-based shop management system that keeps your repair shop organized, profitable, and calm, even when you're slammed with work and the phones won't stop ringing.

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9:39For a limited time, you can get your first month of Shopware free plus a complimentary onboarding session when you sign up using the link in the show notes or mentioning this podcast. So quit procrastinating, listen, it's free, there's no risk to you, and get Shopware today, making this summer your most profitable summer yet. That, that level of population that's available in Houston does make a tremendous difference.

10:05Yeah, right, right. Yeah, I have a large population and lots of people to serve. You know, it's been interesting to watch Jeremy's travels and engagement with that organization because Jeremy's kind of the fixer, you know what I mean? Like when something really bad happens, Jeremy gets to fix it. He came to fix me. That's how I met him. Really? Yeah. Really? Yeah.

10:25So he was VP of Park Performance with Urban Air Corporate when I met him. He worked directly for the CEO and he knew the founder really, really well. And man, I literally raised my hand and said, bro, I don't know what I'm doing. Like, I did not come for family entertainment. It was my first year in. We bought an absolute train wreck dumpster fire, right?

10:44First location. And I'm like, man, I'm like, bro, what is all this? Right? Yeah, it's a lot to deal with if you don't come from it, right? Yeah, for sure. I needed somebody like Jeremy to come in and go like, all right, man, let's break this thing down into phases. Yeah. And he just simplified the world for us. We got to work over the course of 2 years and We did enough good work to where it started catching some traction.

11:06So we bought 3 additional ones in 2 years. Wow. Rapid fire, right? That's awesome. Yeah, that's pretty cool. What were some of the changes that he started implementing early on? I'm just curious what a dumpster fire looks like at an Urban Air. So previous ownership let the park go. Uh, they were hands-off. And when I say hands-off, they also didn't have great leadership in place.

11:33They didn't hire the right people, and those people were abusing the park in a manner that was destroying it. I mean, there were holes in walls, everything you could see had wear and tear on it. There were liabilities around every corner. The kitchen was barely functional. Half the lights in the place were completely out. Every AC unit needed work. Yeah, I could keep going.

11:53I mean, man, it's like How is this place still open? Right. And how did it get this bad in a franchise brand? Right. That was, that was a tough pill to swallow. But you know what? I signed up for it. I did it. Yeah. Took it on the chin like a man. We just got to work, dude. And over the course of the first 12 months, we turned over every employee on that team.

12:13Yeah. And then had to rebuild them again. Sure. On top of insanely tough rehab upgrade projects. Yeah, because I mean, it's the cash flow, right? Inside of a functional business where we didn't shut down and you're serving moms who don't have a ton of patience. Yeah. As you know. Oh, yeah. And, you know, they, they really, really enjoy the upgrades, but they're also like, this is really inconvenient for me and my family because I have a birthday party today.

12:38I'm like, yes, ma'am, I understand. But all this stuff over here is liability driven or isn't functional like it should be. So They're saying it's inconvenient that this particular part of the park is down. Like, hey, we can't open this up. That's right. Because one of your kids could die. I mean, yeah, I mean, maybe not die, but definitely you go to the hospital or we can't serve you pizzas because, you know, our kitchen isn't functional, whatever that might be.

13:04Right, right. You know, fellas, I'm truly glad we went through it because it made us much stronger than we were when we entered the brand because we went through the trial by fire phases and meeting people like Jeremy Um, and it just made things really clear and simple for us to, to follow. Yeah, for sure. And, and, you know, he had a lot of experience in those brands and he had a lot of experience in 25+ years, right?

13:27And so he, he was a huge asset to us because, hey, we, we came into this situation where we were just trying to figure out what had happened. Where did things go wrong? Where did we miss? And I'd been exposed to how to run a business like a business for a long time through the shop stuff, right? And through what we do here.

13:46And that business had always been ran as kind of like a good old boys club, right? It was mom and dad. And when dad needed money, dad took money. When dad didn't need money, put money back in. And the business just did what the business did and it sat there and it made money. But there, there was no ability to trust but verify.

14:04There was no ability to hold anyone accountable, right? Because there was no structure. And there was no way to even look at the numbers and understand what the numbers were. And so when Jeremy came in, payroll was 80% of gross income, right? And so 60% higher than it should be. Oh, exactly. Exactly. So it was like, well, it can't run less than that.

14:25And it's like, nah, man, I know it can. Right? Right now we're running around 20, 25. But I mean, it's like the slow time of year for us, right? Yeah. And so he brought a lot of guidance to the table, but I learned a lot from Jeremy about leadership that was even beyond just FEC and just what we do here. I've been really harping on Jeremy right now to start a podcast.

14:49I even bought the equipment and sent it to him. Did you? Yeah. Wow. Okay. And so like, I'm going to send him a clip of this and be like, all right, I told the whole world. Calling you out, bro. Yeah, exactly. Exactly. Because I think he brings so much value and so much information. That a lot of people, I mean, not just in that space.

15:06Now he's on the board for IAAPA and he's like, I'm busy, I'm busy. I'm like, I don't care. Shut up, brother. You can find time, man. That's it. But, you know, I think that there's so many connections between that FEC space. I mean, even between the childcare space and the automotive space. What, what made you jump in with Josh? Like, what was the, what was the catalyst for that?

15:30There's 4 sets of people. I just kept saying, man, you guys have to meet. I don't know what it is, but, you know, Brett, you're, you're not doing any kind of coaching and leadership right now on a, on a formal level, but I know you want to. And I know this guy that's making some waves in the auto industry and he's in Houston, Texas.

15:46You should just sit down and meet him. Yeah. One coffee led to multiple sit-downs, led to right after I got my John Maxwell leadership certification. We just started having conversation. We said, what would the world look like for us to do this together? Yeah. And we started doing some projects. Everything that we do is aligned by faith, but also aligned by our values.

16:11And brother, it just, it just kept sparking. Okay, this is really something. There's something here, right? There's really something here. And man, quickly on, 4 months in, I said, Josh, you know, I feel like I can do this the rest of my life. And I'm definitely going to give you as a starting point a hard decade. Yeah, let's get, let's get to work, man.

16:31Let's build something really, really great. And since then, multiple other guys have come forward and said, look, I see what you're building. I have to be a part of this. Right. And so each room we've entered, every podcast we've done, meeting guys like you, we just, we know that we're in our lane for a reason, right? We're building a community that's really early on that I know for a fact will be incredibly massive and impactful.

16:57And dude, we're just having fun, man. I mean, like, we're just killing it and having fun in our lane and answering our calling each day to make sure we make it, make a really great impact with people and build some great leaders. Now, Josh has not just been in the automotive space either, right? Like, he's branched out a little bit into other spaces and done leader training, leadership training elsewhere.

17:21What do you envision that looking like moving forward? Are you thinking more about the FEC space? Are you thinking more about other spaces or are you just going to stay focused on the automotive space? You trying to focus solely on automotive? No, we're going to— leadership is needed everywhere. It doesn't matter what industry you're in. Connection, engagement, building community, that's needed everywhere.

17:38Right. So if you look at my background with these multiple different industries and franchises, a starting point could be the International Franchising Association. Yeah, you go there. I mean, it's one of the largest organizations in the entire world. And I mean, you talk about any brand, any franchise brand in the world that is of significant value is a part of that space, right?

18:01Our 3 different brands were a part of all the leaders, which one of those brands are a part of IFA. And so if you look at going into just that space, let alone all the rest of the industries across the world, I mean, this, this could be not only across this country in the next 5 to 10 years, but it's going to be a worldwide type movement.

18:21I really believe that you, you coach a completely different type of individual in that FEC, in that childcare space than what you coach in the automotive space. That's right. It was a big wake-up call for me moving from a business where we're hiring professionals who earn $60,000, $70,000, $100,000, $120,000 a year, right, to I don't want to say less skilled. I mean, it's still a really valuable, very important skill.

18:54And the skills that they learn in those roles will carry them through the rest of their lives. I mean, the skills that I learned in what you could call FEC at the time have led me to where I'm at now. They led me to the shop. They led me to be able to communicate. They led me to other things. So that carries over.

19:12But teaching that leadership there is very different than teaching that leadership in auto repair shops. Have you noticed that? Yeah, man. So we were at Frog Pond, Frog Pond, North Carolina, which I told you about this. So yeah, near Lizard Lick. That's right. So it's very interesting. Lizard Lick used to— the guys from Lizard Lick Towing used to come up and that was before I knew Benji.

19:33And now Benji is one of my closest friends. Right, Benji. Shout out, buddy. Yeah. Love you so much, man, for hosting that. Yeah. But so it's like it's small town North America, right? Yeah. So we were there and we had 68 people in the room that Benji and his family helped orchestrate. And, you know, they came in from all over the country.

19:53I'm diving in and learning an industry that, you know, I don't have any kind of background in, but I do see major similarities, right, when it comes to aligning people, when it comes to the way that we lead. Through time management, through great communication and pushing forward a servant's heart like we do inside of our preschools, swim schools, and urban air adventure parks.

20:17We, we talked about the concept of bringing Disney World to life. I mean, obviously we do that in the FEC space, right? Because a lot of people who come to see us, they either can't afford to actually go to Disney World or you look at the imagination of a small child. That's Disney World to them. Yeah. I mean, definitely you're coming in to have a good time so you can celebrate, escape, connect, and grow.

20:39When you look at auto care, it's not seen the exact same way, but this is how we translated it. If you're in an amazing service-forward type shop who really cares about people and fixing their frustrating problems, the way that you can turn it into Disney World is delivering an unexpectedly great experience. Because most of the people who come to your auto body shops are really pissed off.

21:05Yeah. This is not a good day. Yeah. It's never a good day to have a breakdown when life is moving at 1,000 miles an hour. Right? Right. And so a lot of the people that we've come across so far don't look at the opportunity to serve on a happy, on-purpose stance, on delivering a really incredibly consistent, unexpectedly great experience. Right. And it— and so when you turn the table and say, that's how you create Disney World inside your space, you know, the Buc-ee's model, Buc-ee's gas stations, their entire competitive advantage was founded around having a clean restroom, right?

21:44Yeah, right. Yeah, for sure. So if you have the cleanest shop with some of the most happy-on-purpose people inside the shop that deliver an unexpectedly great experience, right, you've got Disney World that's alive now. The, I don't know if you know this, at NAPA 4 years ago, I think it was 4, maybe 5, the president of Hartsfield Airport Atlanta, ATL, was teaching a class.

22:09And he said, we improved our satisfaction scores by 40% with one thing. And they said, what was it? And he said, we improved it by simply saying that we're gonna put lights up above the bathroom stalls. And we were going to have a call button for the attendant if the bathroom was messy or nasty. And the call button got worn out so quickly because everybody was pushing it because it was always nasty that we put attendants in every bathroom.

22:37And so not only did you know that there was a stall open, but you also walked into a clean bathroom. And that entire thing improved our satisfaction scores by 40%. And he said we went from one of the most hated airports in the country to one that's still a little bit less. Yeah, been there many times, man. Yeah. And so it's, uh, it's a really long drive.

23:00Hey y'all, Lucas here. It's story time. Over the past 6 months to a year, I've actually been working more and more in the family business. Now the family business is not an automotive business, it's a tourist attraction. And one of the things that was happening in that family business is we were doing all of the marketing internally, be it social media ads, be it Google, all of it.

23:18We were handling all of it— website building, the whole 9 yards. And here's the deal, it became very clear our marketing efforts were ineffective. Now we could see that we weren't getting return on investment, we could see that we weren't getting good conversions, and that's when we stepped in and hired someone. We hired a professional that knew what they were doing, and for the first time in years, our parking lot's full when it's typically empty.

23:41And that's why I'm going to recommend you pick up the phone today and call Shop Marketing Pros, or click the link down in the comments below, because you shouldn't be learning how to do marketing. Your marketing machine should be working for you. Right here, right now, making sure your bays are full. So go into the link in the comments and click on the Shop Marketing Pros link for your free marketing analysis today.

24:01Improve the satisfaction score of an airport. What choice do they have? I, I, I don't exactly understand either, but I mean, he may— either the airline goes there or it doesn't. And if it doesn't, you just don't want to be on the bottom of the list, I think, right? Like, it's like, I, I don't want to be Worse than I don't know everybody else.

24:23LaGuardia. Oh, that you got to be doing something to be. Yeah, that's intentional, right? Just I don't understand. Like I'm not saying I wouldn't care, but at the same time, like I'm not going to go speak on. Yeah, we improved our satisfaction scores because we cleaned the bathroom. It's like yeah, that's like minimum expectation. Clean bathrooms. Well, I mean, here's what's interesting about that.

24:47That's the only reason why it causes dissatisfaction, by the way. Because if everybody just assumes they're going to walk into a nasty bathroom, you just kind of go with it. Well, there is actual data that indicates that people will spend more if you have clean restrooms. So they would just look into drive revenue, extra revenue. People are happy, so they're gonna pay the 50% markup on this bottle of chips and bottle of water.

25:12That's the Buc-ee's model. Yeah, yeah. I mean, dude, they, they didn't have retail like they do right now, and they definitely didn't have the restaurants and beef cutting station and all that stuff. It was all calculated in the process of how people get into the buying mode emotionally. Right. And if you go into a Buc-ee's now, man, it is an absolute machine.

25:30Yeah. I mean, beast of a machine where people feel compelled to open their wallets and spend their money while they're there. Just one time, though. It's an experience. Not the second. I don't get caught the second time. You might be unique, brother. I got caught once. Which one did you go to? Springfield, Missouri. Okay. Yeah, nice, man. Yeah, I, I think— I don't know that they're any different if you go into a different one.

25:54I don't know that— oh, I went to the biggest one, it's like, okay, did they have more beef stations? Sandwiches are good. Yeah, are they? Yeah, I've never been. Really? Yeah, don't. You feel compelled to buy a bunch of food and you walk out of there $300 poor and you bought cinnamon rolls and beef sandwiches. I can't really afford to be $300 poorer.

26:16I'm an auto repair shop owner. If I'm $300 poorer, I'm overdrafting. You're not making a Disneyland kind of experience at Jashawn Lucas. Oh my goodness. I got called out, bro. I know, right? It's David that doesn't have the Disneyland type experience. You know what's really interesting? The family business's main bank account overdrafted this morning, and I had a feeling that was going to happen when payroll hit.

26:41And so I just, I was already planning on making adjustments. It's a slow time of year for us. So I had to call Dad and say, hey, move some money around for me because I can't move it from— they've got like 19 bank accounts across like 5 different banks. And it's a real pain in the butt. Yeah, go deposit a check to cover the overdraft.

26:58Yeah. They were telling me that the accountant sent them a bill for $15,000 and they just paid it. And I'm like, okay, with what money? Yeah, well, that was the money that was supposed to pay the payroll that I had. Oh, geez. And so she called them because there was this thing on there. They— the accountant decided that they don't want to do bookkeeping anymore, right?

27:20They had said, we're going to do the bookkeeping, we're going to take care of all this stuff. Now, the accountant I really like, but I'm beginning to think that maybe his smooth-talkedness makes me feel better about him. And like, then like my wife brought it up. She's like, I really feel good when I'm around him. But then I walk away and I'm like, he didn't really say anything.

27:38He didn't really like communicate words, things. Yeah, feel good. And so Meg called me and she said, hey, she said, I just want you to know about this. She said, I called them and said, hey, there's a like $340 charge on here for doing bookkeeping. And she said, am I doing the bookkeeping or are you doing the bookkeeping? And they said, oh no, that was for putting your bill in.

28:02Oh, and Meg said, That's convenient. What? Like, yeah, the bill that you're holding in your hand, that's what we charged you for compiling and putting the bill together. And I was like, surely there's a misunderstanding. I've not dug into that yet, but I'm just— hey, if it flies, I'm going to start doing that. Here's your invoice. There's a charge on there to compile the invoice and for me to hand it to you.

28:27And for me to hand it to you. We, we paid them like I don't know, $111,000 in the past year. And I'm just thinking that maybe like Eric Jordan's looking at me. Eric's with Kaizen. And Eric's like, I, I— Eric's not a very confrontational guy. And he just keeps like hinting. And he like, when he talks to me about it, he's like, I, I'm just— I do, I do have some concerns with this.

28:57Yeah, me too. That's why I asked you, right? 111,000 of them. That's, that's, uh, that's insane. Here's, here's the, uh, what I want you to think about a little bit as you, uh, progress into this industry is, um, you're gonna run into, uh, some people that, um, will have been beaten down by, um, the auto repair shop owning experience and they will stop giving 2 flying Fs whether they are providing a Disney-like experience to customers and their employees better shut the F up.

29:40I am paying you extremely well. Just go do your job. And they, for the most part, do. I'm not talking about me. I love my employees. They're great. They're happy. They're happy. Sound like you might be speaking from experience. No, I've just talked to a lot of shop owners. I've talked to a lot of shop owners and they don't—they can't articulate it entirely.

30:03But it's a lot of oh, that won't work here. You know, that's what you'll get. Ah, that's not gonna work here. My customers don't care about that. And and and and and so you're gonna have to. Kind of come back with, with something, some way to, to change the mindset, help implement. Because early on, you're going to capture the people that are like, hey, I resonate with that message.

30:27And so they are immediately going to start implementing any changes that you throw out there. You're going to throw anything out there and go, hey, paint the walls blue. And they're gonna be like, done. They'll paint the walls blue. But that's capturing the, the That's shooting fish in a barrel that early on. And as you start going, okay, well, we need to, we need to grow.

30:48So we need to start capturing the next rung of shop owners. Um, and that's what you're going to run into is a whole lot of that. Uh, not that they're not willing to pay you guys. They're going to be like, yeah, we need to change something. And then they'll go in and you're going to present that kind of idea to them. And they're going to go, that is ridiculous.

31:13And mostly because at Disney, people are willing to pay $75 for a churro because it's got mouse ears on it and they can't afford the churro and they've got everything on Klarna. And I don't know why they're spending $75 on a churro, but they want the experience. So they want to spend $75 on churros and stand 2 hours in line. To ride a mediocre roller coaster because it's 7, what is it?

31:42The Snow White themed. It's not that good. 7 dwarves. And again, the 7 dwarves. But in the repair world, it's not that people are upset when they come in. They're not. A lot of really, if you're doing good marketing and you have cultivated a good customer list, those customers should not be coming in with broken down vehicles. Those are first-time customers that are probably going to be one-time customers only because it's obvious that you don't give 2 craps about maintaining your vehicle.

32:14I want the customers that bring me the vehicle proactively and we're just maintaining it. But what a lot of people don't realize is the car just from existing is breaking down every second that it exists. And so fluids need to be changed even though the car hasn't been driven, it's just been sitting. And brakes get rusty even though you haven't used them.

32:33They still got to get replaced and just things like that. And people don't quite understand why is it every single time you come in here, it's a $3,000 estimate. Well, it's because it costs $9,000 to keep your car in tip-top shape every single year you own it for forever. Enjoy. That's the joys of car ownership or whatever. I'm just speaking of like a Land Rover in particular.

32:58It's usually not that expensive. Get a Toyota. So it's not that the customers are necessarily upset. It's just that the customer at the end of the day, although some of them feel good that they got this extraordinary experience. For example, we had a, we had an episode where we sat down with someone and he said, well, my wife likes to go to the shop because they give her a rose when he leaves, when she leaves the shop.

33:25They get— she gets a rose. Um, and some, some customers appreciate that, but I would, I would, uh, argue that the vast majority of them do not care about that kind of garbage. It's all feel-good, and a lot of it is just marketing ploys to be able to post that I gave this customer a rose, look what we do here, and it's just stuff for social media.

33:51It's just posturing is what it is. It's just like when, you know, go out with the wife and take a bunch of pictures out in the field. And then the next week they're divorced. And one of those deals, you know, you're just posturing for social media and the clicks and the likes. That's what a lot of shops do. If they actually surveyed their customers, their customers are like, yeah, I don't, I don't care about the rose.

34:11When am I going to get my car back? And so. How do you deal with, and I'm not asking you to answer this, I just want you to kind of ruminate on this a little bit. How do you deal with a shop owner that has come to that realization that these customers don't care about that? They don't care about the fluff. They don't care about the fee fees.

34:34They just want their car back as fast as possible and as economically as possible. And I need to be able to charge as much as I can fairly for the work that I'm doing. And there has to be an even exchange here. Um, customer gets what they paid for. I am doing so profitably and everybody walks away happy without adding all to that, to that fluff.

35:03Because again, all I want you to kind of think about is what do you do when they reject that. Just reject it wholesale. But, and again, you're going to get to a segment of potential customers that are going to want to come in and pay you. And they might accept the message early on, but a month in, 2 months in, you're like, hey, you haven't been implementing any of these changes.

35:26Like, what's going on? And then they tell you, yeah, that's not going to work here, dude. I'm just telling you, like, none of this matters. Like, I need something with, I don't wanna say substance, 'cause I don't want to disparage what you're saying, that it's not substantive. I need something with some teeth, something I can bite into. Just keep that in mind, because I'm just telling you that, I know I sound pessimistic, I'm probably, I'm the fat part of the bell curve.

36:02That mindset is the fat part of the bell curve. And so you're, you're picking off the ends, you're picking that one standard deviation out right now. You're gonna hit that wall where you're like, hey, we need to grow, we need to start biting into that fat part of the bell curve. And then boom, you get, uh, you got a grumpy shop owner that's been doing this for quite some time.

36:25And, uh, Could take it or leave it. Not me. I love owning a shop. It's great. Wouldn't want to do anything else. Do you? Are we believing it? Well, I mean, I guess that's my question for you. Do you believe him? Um, David is not wrong. We've talked to a lot of shop owners. How many shop owners have we talked to on this podcast?

36:50He's not wrong. And I think that that's why the brand has to be diversified to be able to pull other, like in other words, family entertainment centers. That message resonates really strongly because we deal with people on the front line all the time. And that's the job that we have. We have that responsibility in creating that experience. Right. Every single staff member is responsible for unreasonable hospitality.

37:18We have to do that. Um, but that's the business model. The business model is experiential, correct? Where ours is not. Yeah, ours is— the experience is the car doesn't make that noise anymore as you drive away. So question for you then, do you believe your return customer base, loyal customers, in a very simplistic way, are only returning because of trust and not relationship?

37:45I mean, they can be intertwined. Yeah, I think the two are— they go together. I, I think at the end of the day, it's, it's— if you break it down to the simplest reason why someone comes back to my shop versus anything else is because there is some compatibility personality-wise with the people that they deal with and nothing else. Because they— I mean, I'm just telling you, there's no reason There's a shop right down the street from me and their business model is turn the bays, cheap oil changes, get as many cars in there.

38:17We're going to be open 7 to 7. It's this whole thing, right? And I am open 4 days a week and I'm open slightly longer hours, but you come and do business the way I dictate or you don't come here at all. And we tell you upfront, like, this is what we do. You don't like it, that's fine. There's a shop right down the street you can go to.

38:33You can deal with them. My shop, I can tell you unequivocally, is better equipped, better trained, better customer service. We do better for the customer. Our intention is for that vehicle, because we share the road with these people, you know, they're in our communities. I want that vehicle safe. And even to the detriment of the shop, I need to throw that tie rod in for freezies because it's loose and they don't have the money for it, but we're about to do an alignment and the alignment's not going to take.

39:05Whatever, right? We want to make sure that vehicle is safe, and so we'll go out of our way to do it. That— there's no reason why a customer, if they just broke it down rationally, and they said cons, pros and cons, this shop versus that shop, there's no reason why they would ever go to that other shop except for pure convenience. I want to be able to come in on Saturday.

39:31That's it. I want to be able to do my oil change on a Saturday. But even then, it's like, okay, well, I've got loaners, they don't. You can come pick up a loaner here on a Monday morning, or we can leave the key out in a lockbox for you. You can come grab the key, you know, we'll, we'll find a way to accommodate you.

39:47Sure, on days that we're open. Um, but just, just that mindset— there's no reason why they would go to that shop versus mine. And the only thing If you just— to the rawest thing, the base level thing, it's just personality. That's it. They like that. They like the way that guy talked versus the other, though, versus my shop manager. Um, that's it.

40:10That is literally it. So we say this in all of our businesses, and I want to make sure this is received properly. I'm not callous by this by any means, but not everybody's our customer, and not everybody is going to be our customer when it comes to coaching. Right. If you're not willing to put your own oxygen mask on when you need help.

40:29Yeah. I'm not going to lean in and give you my extreme best and all my resources to help get you there. Again, I'm not trying to be callous by any means, but there's plenty of people out there that have their oxygen mask on going, I'm ready to do whatever it takes, even if it's a little bit of fluff. And I disagree in the beginning in order to move the needle because my needle is dying right now.

40:49Or not as effective or as profitable as could possibly be. And we're the right fit for them, right? I know we're going to come across the people that are going to dispute the plan, right? Not like what we're doing. And I'm not saying that you don't like your— yeah, you're not going to go after those particular customers at the beginning, but you are going to come up to the point where— and what I would correlate this to just in the automotive world, I don't know about family entertainment.

41:17I just, I've never been in that particular industry. In our world, that customer that never does their oil change and always is breaking down and they have a vehicle that they really shouldn't be driving, like it's an Infiniti and it's expensive to fix and you're always bitching about price, but you want to drive this particular car and you're constantly bitching about problems, but I only see you when the car breaks down, not any other time for us to do these inspections.

41:46Are they my customer? Absolutely not. But do I need their money? Yeah, I kind of need their money too. It's $3,000. Even if it's just once a year, it's $3,000 I don't have right now. So if I can get them and have them come in, and as long as they do business within the scope of what I'm able to do for them, then I'll take their money like anybody else.

42:08And I'm just saying that you're— if because you're so passionate about trying to make these waves within the industry, as you, as you guys start to progress, you, you guys are going to start having to dip into those type of people. And it's not, it's not that they won't change, they, they probably will. It's just, it's going to come down to messaging for you.

42:34How do we, how do we reach them to get them to understand what it is that we're trying to, to project. Um, because I think at the, the base level, um, and you know, I, I help Josh with his podcast, so I listen to plenty of you guys talking. Um, like, I'm very familiar with you. I've seen— I've edited both of your episodes.

42:57Okay, cool. Um, I'm familiar with the backstory and, and all that, but Uh, at the, at the base messaging, the idea is that, hey, if we, if we practice these particular leadership traits and skills on a daily basis with our team, everybody will work more effectively. The customer will be happier. The shop, the business will be more profitable. Yeah. At the base level, that's all it is.

43:22And that's great. But you're going to approach, there's going to be some customers that are going to hear just like the Disney thing and And I think they're gonna— and not, not to, again, not to disparage the Disney thing in particular, but just that, that particular type of messaging, and they're gonna go. But, but you're looking at this from the customer standpoint, and I think where I'm coming at it from— and, and it— a lot of different ways, the customer being the shop owner, or— no, no, I'm saying you're looking at this as how the automotive consumer interacts with the automotive business.

43:58Sure. I'm looking at this a little bit different. It's almost every day that I hear shop owners talk about credit card processing and credit card processing fees. And I'm going to tell you right now, if you're that worried, you're stepping over dollars to pick up pennies. What do I mean by that? When it comes to credit card processing, it's all about the service.

44:19It's all about the support and the great rates at the same time. And that is exactly why I use 360 Payments for all of my payment processing needs. They are the best payment processor in the automotive space. So don't wait, go to the link in the show notes and get set up with 360 Payments. They're integrated with all of your favorite shop management softwares, and it makes your life so much easier.

44:46Definitely, as in like you've created a culture in your business, done with care, right? They trust you. They believe in you. They want to work hard for you. They care about you. Like, that is— yeah, that is a culture, right? And I think there's a lot of people who don't have the strong personality that you have. And so there's a lot of people who own businesses.

45:18Yeah, you're right. That don't know how to develop that. You're the exact same way, though. He's the exact same way. You've got an incredibly strong personality. I guarantee you could walk into any shop and immediately get everybody to either fall in line or fall out. Like, you'll know, you know, I know you know this. I've taken over like shit stores too that are dumpster fires.

45:39You walk in and like, I'm gonna keep them, everybody else can go, because you know immediately they're buying into my message and the rest of them are not. And it's just, yeah. So like, how do you deal with that? How do you deal with someone that's like soft-spoken, a little passive? I mean, I guess that's my point though, is that's what they're— because that's who they're serving, right?

46:01The strong personality? No, they're serving the weak personality. They are? Yeah. They're building them up and showing them how to build cultures in their businesses, right? Like, you're a cynic or you're pessimistic because you say, I don't need this. I, I don't see a use for this in me, right? But you, you take Joshua Coombs, you take an Eric Sprague, you take somebody who has— I don't know about Coombs.

46:27Is that one of your clients? I don't know. No, he's not one of their clients. But I'm saying like he's not been taught how to develop that culture, right? He's not, he's not had the experience you've had. He's not had the experience I've had. He's not had the experience Brett's had. Yeah. And so you take somebody who's not been in a family business, who's not worked with the public, who's not been in a situation where— just a tech, I know.

46:50Yeah, worked on cars. Exactly. I mean, it's just like talking about, hey, when we walked into the family business, we knew who was going to make it and who wasn't. And I gave them all chances. We tried really hard to make it work, but, but it didn't work out. But we knew, like, there was, there was already a list. I can show you the text message with Jeremy.

47:06We knew who was leaving. Right. And I'm like, here's this person, this person, this person, and this person. These people aren't going to be there. Yeah. All right. And so it's— you're right. Like, we have the ability to see that because we've been in it, we've done it, we've had the experience. But they're coaching the people who don't have that experience. Yeah.

47:22They're coaching the people who need that reinforcement, that positivity, that— so I guess my argument is, am I, am I the fat part of the bell curve or am I not? I'm not. You're not the— you're not the fat part of the bell curve. And here's the thing is a personal experience, right? Like when I was coaching with Rick, Rick is hardcore positive, right?

47:44Like next level positive. And I needed that positivity in my life for a little bit. Now I've turned into more of a cynic. I'm on the other side of it. But like, I didn't see a potential pathway. He's an owner now. I didn't see a potential pathway forward. And Rick's positivity helped me see something different and helped me kind of redefine myself.

48:03I'm still positive. But I'm not positive like I was when I was coaching with him every day and I learned and grew and developed based on what he taught me. Yeah, but like, I needed that at that point in time in my career. And now I've seen a different side of this industry. I have a different perspective. I have a different understanding of what this industry is and what it does.

48:22I've heard thousands of stories just like you have at this point. Yeah, right. I see things very differently. And, you know, I I was amazed. I had this chat with a gentleman a while back. And in that chat, he was telling me, he said, hey, I need your advice. And I said, okay, what's up? He said, I'm getting ready to go fire one of my employees.

48:43He's like, I live near you. I'm getting ready to go get on an airplane. I'm gonna fly back to the shop and I'm gonna terminate this employee. And I said, okay, what do you need me for? He's like, well, I just wanted to make sure like, vet this out with somebody, talk about this, understand this. And so we started talking through the situation.

49:00I did, all I did was ask questions, right? Like, hey, what about this? What about that? So dude had packed up. There were some situations in his life. Dude had to pack up and move, right? No big deal. Had to move, but he left the technician in charge of the shop and then he hired another technician. And so he's running it remotely.

49:21Technician doesn't have any authority to do anything, doesn't have any authority to manage anything. He says he does, but like nothing changed. His pay didn't really change. Nothing shifted. And he's like, dude's just super toxic. And I said, okay, have you trained him on how to handle these things? Is there any corrective action plan? He's like, why would I need a corrective action plan?

49:43I said, well, what if the other employee acts up? What if there's an issue with the other employee and he doesn't know how to handle that or manage that? What does that conversation sound like? Well, me and you know what that conversation sounds like. Turns out this guy didn't know what that conversation sounded like, and the technician didn't know what that conversation sounded like.

49:59And so all I did was ask questions to get to the root of, uh-oh, maybe he's not the problem. So he calls me back a few days later and he's like, holy shit, I am so glad I talked to you first. And I said, why? He said, I was getting ready to fire the guy doing all the work. The other guy we hired has been the problem all along, and he's been calling me and telling me about how the other guy's a dumbass and doesn't know what he's doing and this and this and this.

50:17But it turns out the other guy was just really frustrated with him and couldn't get anything done for babysitting that guy. And so neither one of them, like, they had just been doing the thing that the business did. No, right? They never had a conversation. They never had somebody that came to them like a Rick White who sat me down and said, dude, talk to them, ask them questions.

50:39Why are you doing this? Why are you not doing that? What, what's the plan from here? Where do you want to go? What does this look like? Hey, that's not acceptable to me. Yeah, right. And so the, the problem is, is like, you know what leadership looks like, I know what leadership looks like, but a lot of shop owners don't know what leadership looks like.

50:56Amen, no doubt. And, and so it's like their idea— really? Yeah, their idea of leadership is, is like, oh, everything's great, like I'm not gonna fuss at them. If I fuss at them, I'm the bad guy. This isn't going to work. Oh my gosh, I can't say this, I can't say that. They get ran over to the point they get mad and angry bitter.

51:11So then they start being a dick to everybody, right? Whereas if we built proper leadership structure in the first place that says, hey, we don't— this is how we find out if we're in line or not. And, and we don't— the one thing that I learned from Rick is like, the pathway to a happy employee is not just letting them do whatever they want.

51:32They have to have feedback. Yeah, right. What is it that Tim Kite said? Where are we going? What do you want me to do? How are we going to get there? How am I doing now? Right? Like, you have to answer those questions because if you don't answer those questions, somebody is answering those questions. It could just be the internal dialogue telling them whatever they want to hear.

51:52Well, I think what they're doing is they're giving that dialogue. They're teaching them how to navigate that because a lot of these people don't know how to navigate it. So, Lucas, you're hitting on something, man. Coaching is not telling. Coaching is being really gifted at asking pointed questions to get it out of somebody. Yeah, right. And then the fundamental breakdown truthfully is in the lanes of leadership breakdown of communication, delegation, and proper lanes and structure that are missed by a lot of people because they don't know that leadership is actually a system.

52:24Yeah, there's, there's a cheat code to be able to win in the leadership lane. Totally. And we're not going to tell them over and over again, do these things. We're going to extract it out of them and show them the results and also show them backed up evidence to prove, oh my God, it hits them in the face. This is what I got to do.

52:45Yeah. So you're right. You ready to take some action? Yeah. What does that action look like? Go back into question mode again in order for that action to propel. Right. I think the reason I'm passionate about it, there's 2 things around that, right? Number one is, is that When, when you have people in your employ, I feel that you're responsible for them.

53:07And especially in this industry, we've had a lot of technicians go on to start businesses that don't have your abilities, right? That don't have your experiences. And so they go and they start this business and they don't have any leadership skills and they damage the industry and they damage the reputation of the industry, right? The other thing is, is like, working with these younger kids, right?

53:29I, I'm sure you've seen this. I, I had seen it a little bit, but I thought it was a personality trait. I didn't think it was a fundamental flaw in society today. I didn't think it was a fundamental issue with the way that we're teaching today's youth, right? But when I moved into the family business to try and help them, I started really seeing there, there is no leadership skill taught anywhere.

53:53There is no communication skill taught anywhere. And so you take these young kids and you're like, okay, what's wrong with society today? Why, why is society kind of seeming like it's breaking down? Social media, is it this, is it that? No, it's that they're not taught to communicate, right? And so it's this right here. Yeah, exactly. Facing the phone all the time.

54:12And so if you take TikToking, if you take youngsters, if you take the next generation of who's going to be leading in 10 years, 15 years. You take them at 16, 17, 18, 19, 20, 21, 22 years old, you begin to ask questions, you begin to show them what leadership looks like, right? Because the best way we can teach them how to lead is lead them, right?

54:34And so if we can do that, then we make an impact in their lives, right? And so that's what— if you want to know why I get up in the morning for my team, that's why I get up in the morning for my team, is to give them a better life and try and teach them how to do this. I am I am enthralled by the concept of giving someone else a skill that they can take and make their lives better with, even if they don't do it in our organization.

54:56Like, I like seeing them grow and develop. They just get paid for it. Probably because I'm bad at it. David, you hit on something earlier too, man. You talk about the transition of someone going from not knowing anything to knowing enough to being really, really gifted. My— even myself and Josh, man, we've been in the coaching industry for a long time. Josh longer than me on a formal basis.

55:19I've had coaches for 15 years, and as I continue to develop and grow my leadership lid, I'm wanting to get different types of coaching for different types of seasons. Right. And it could be business coaching, personal development, professional development. And sometimes I'm wanting a different type of coach. Rah-rah. That's one of my seasons I've had too. Yeah. Over to I need somebody to beat me up a little bit.

55:46Yeah. Because I want to get real uncomfortable. Yeah. My skin is thick now and I'm going to have to have somebody willing to break through. I need you to dig in, man. Right. And find my 1% that can propel me to the next level in my season. And as we continue to grow it, no matter how big Limitless gets, we're constantly going to have coaches that are pouring into us.

56:07That way we're extracting our best when we get in front of our rooms that we're called to be in. Yeah. And ideally you'll get enough people working within the organization that you can go, I think this is a better fit for you at this point. Let's move you to this guy. Yeah, yeah, yeah, sure. Yeah. And it's like, man, Jeremy, even though it wasn't in the automotive space, man, he was a blessing for me personally, right?

56:32Because it was just a different perspective. Right? I had gotten really kind of burnt out with the automotive coaching because it's always about the KPIs and about growing the business and this and that. And I felt like it was, as opposed to going into a coaching session and feeling recharged, I was feeling like, I know this already. It's not working because it's not working.

56:54And then coaching with Jeremy a little bit through the family business was kind of like a recharge, right? It was a it was a different perspective, a different outlook on things. It was from a different world, like, you know, and, and it was a real benefit to me personally. Um, and I just think that— I think we're missing it if we just look at it from the client or consumer perspective of how this impacts.

57:16I think this is— I think, you know, that one of the biggest challenges I've had in my shop is developing leaders that are me, right? Because it has to have a leader when I'm not there. There still has to be somebody to lead. And if there isn't a leader that's at least carrying the torch in a similar way to the way I carried the torch, it unravels, right?

57:40Because once you— I think once you set that personality in the business, in other words, like my personality is very strong and those people expect that strong kind of whatever you want to call it, not necessarily ego, but like a strong personality there to lead them. Well, when you take that strong personality out, what happens is it begins to fall apart. Yeah, right.

58:02Now, somebody else could be a great leader, but if they're not leading the way that you did, it begins to like degrade a little bit because it doesn't feel like it felt before. And so I think it comes down to satisfaction in the workplace. I think it comes down to them feeling like, hey, I'm doing a good job or I'm not doing a good job.

58:19Um, I, you know, I think there's a lot that goes into it beyond just how the consumer perceives it. Yeah, you look at Benji's shop, man, we, we literally did our entire 2-day breakdown session in the middle of his shop. It was so cool. Did you see the pictures of that? Yeah, it was so cool. And Benji got up there and talked a lot, right?

58:38And you guys both know him. Yeah, Benji always talks a lot. You get used to it. He said this thing one time on the live stream, I can't say it here, But I'll tell you after. I'm just going to point that out. He's a— every time he gets in the hot seat with me where he's done something, I have to like call him out for it.

58:52I just bring that up and he's like, you're never going to let that go, are you? I'm like, no. It's like, it's still on the internet. He's like, uh-huh. I was like, I'm just going to cut it up into a short little reel at some point. So anyway, he hit on the word empowerment a ton, right? Because he's built a really, really great tight-knit shop.

59:12Based on empowerment, right? All of his men inside of his shop. I mean, it's like a— it's almost like a naval ship where they all have the charged authority to come up to either Benji or whoever is a leader of the given day or whatever place inside the shop there is and say, I'm going to challenge this. Yeah, because what is— what has been working before in this new season now is no longer working.

59:36Yeah. And let me prove it to you why. Right. And so that empowerment is allowing— you just mentioned when one person leaves, say like a Benji, who is a strong leader who has great communication skills, gets out of the way and starts becoming the owner versus technician, front desk person, owner, just owner. Now that doesn't leave a vacancy. Yeah, it allows those men to— men and women to rise up.

1:00:00Yeah. To fill the spaces, even if it's not exactly how Benji would do it. You know, I, Michael Smith from the Institute, right? Okay. When, when Jeremy, we were in Phoenix and Michael was teaching a class and Jeremy sat in the class because we were all hanging out, you know, because he's from Phoenix and we're sitting there. And when we got up and we walked out for a break, Jeremy pulled me aside and he said, hey, dude.

1:00:21I'm like, what? He's like, that dude's way smarter than I am. He's like, he's a smart dude. I'm like, because some of the topics we were talking about, we had already been kind of covering a little bit. And I will never forget Michael Smith saying that one of the most powerful things in a C-suite is the ability for anybody in that C-suite to walk up and say, permission to coach, we missed the ball on this.

1:00:43Right. And I think that that is something so powerful. A team that is committed to the destination. Right. Not committed to the leader, committed to where we're going. And I think that's what we missed. I think we have to be committed to where we're going. And as a leader, that can be tough to swallow, right? See, we oftentimes, especially repair shop owners from what I've seen, they want people to be respective to them.

1:01:12They want people to follow them, right? We don't want them to follow us. We want them to follow the vision. We want them to follow the pathway that we've laid out for them. And if they see a better way to get there, We need them to be willing to step up and say, hey, this isn't working. This isn't going where we want to go.

1:01:28Right. And I think that that's what we miss. And so Tim Kight talks about there's strong ego and big ego. He's like, strong ego is a good thing. I was going to mention ego. Yeah. Big ego is a bad thing. Right. Big ego is about you and it's about personal agenda. Strong ego is about them and caring for them. Yeah. It's about the business.

1:01:47It's about overall. And I think that that's where auto repair shops miss it. Because that was a technician I know. I'm smart. I've done this. I've been doing this for years. You know, I made a video, put it out on YouTube the other day about a Ford tech, Mukalu or whatever. You know who I'm talking about? He called Eric out on one of the Facebook posts and Eric got really upset about it.

1:02:09Like for 3 days, I'm pretty sure Eric cried himself to sleep over it. And dude was right. He wasn't wrong. But here's the thing that that stands out to me is that as technicians, that technology is changing so fast, there's no way to keep up with it. And so we have to constantly be bringing new blood in and training new blood on new technology, because as technology changes, the skills needed to service the new technology are completely different, right?

1:02:43Imagine— I don't know if your parents work in the business, but imagine taking them I've just been through this. You take my dad and ask him to ring up a client at the family business and see what the hell happens. It's bad. Is it interesting? Oh, it doesn't happen. No. Okay. It just doesn't happen. Like, he calls one of the managers and says, hey, I need to sell something.

1:03:01Can you come over here? Okay. And so it's— it is a weakness to be the person who serves all in the business. We can't do that. The business will fail. You're not building a sustainable system if you do that. That's right. So, Brett, thank you for being here. Yeah, man. Stopped? No, no, it didn't. It didn't stop. It's just sitting there looking at your ugly mug.

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