Why Most Shop Owners Never Become Millionaires

0:00Hey, Glenn Piccolo here with Adams Automotive and Auto Shop Answers, sitting here with the GOAT, Rod Hayes, man. What's up, Glenn Piccolo? What's going on, man? We're about to, man, just have an amazing fireside chat, as we call it. Debriefing a major, major weekend a couple of weeks ago. Yep. Yeah, we had Courtside, which was fire. I got to go train at Courtside, which I've been waiting to do.

0:24I can't wait to hear about that. I've been wanting to go, but you kind of have me scheduled already on that day, so I don't get to make it. Yeah, you're kind of busy. But since you guys were in Vegas, I got to go and do courtside with you. Yeah, so we'll be able to also debrief Vegas. Yes. Key to key. So yeah, I'm sure I keep you busy.

0:43Yeah, I'd say so. Yeah. You're a rock star. Oh, by the way, who's this brought to you by? Oh, Auto Shop Answers. Boom, let's go. Yeah. Yeah. What an amazing company. Glenn, you know, before we even get into the debriefing, you know, Glenn and I go back many, many years. I was talking to the team about this at Kia Kia in Vegas, how I do have a great sense of finding great people, identifying great people.

1:12And so I was telling them, no, like really, I can't remember this, but Glenn tells me I specifically trained him on PMI and cars when he was 18 years old. I remember that day. I'm like, wow. You know, obviously, you know, through the years I've trained so many people, but because of people that you and I know, I was able to keep my eye on your career.

1:41Yeah. And this is the fun thing about scaling a company is I watched Glenn's career as it blossomed through the years. And I said, man, that guy is going to be part of my team. He's going to be part of my team. He's going to be part of my team. And we stayed in touch, you know, really until finally, you know, we're a faith-based business.

2:05God opened the door. And that was actually on a private equity deal at a company you were working for. Glenn was overseeing a pretty big operation. And Sun Auto came in, did a private equity deal with Luweta. Yep. And, um, you know, obviously I knew Shane and the rest of the team there. And so, I mean, the day— I mean, the day— it was the day.

2:27No, it was the day. No, no kidding. This was the absolute day that, um, I heard about that deal. Um, I was making the phone call. Yeah, I remember the day. I remember exactly where I was. You know how there's, there's those moments in your life— I do too. You remember? I, I was, you know, I was in Patty's, uh, like, I was actually, um, living with Perry and Patty, and when I would come out here, um, and we started scaling Adams, I would stay at Perry and Patty's home when I was in Houston and Boston.

3:00You know, I would stay with, um, with Bill or Charlie and, um, and kind of, you know, it was like a kind of a vagabond as we're scaling this thing, but we're all like family. I was in the camo room Oh yeah, camo room at Perry and Patty's, sitting on the side of the bed talking to you on the phone. Yeah, yeah, right then.

3:21Yeah, yeah, I remember it so well. And, um, and I knew, okay God, you know, obviously we pray for everything, and I knew, and, you know, you turned me down, you know, because of your loyalty to, um, to even the company, which, you know, you just have to say, wow, look at this loyalty. And but again, it went in a different direction for your career.

3:46And I love the story that you tell about, you know, the day that you found out the company was being sold. Sure. It was kind of devastating to you. And I said and I told you now, I said, well, you looked at it at that moment as one of the worst days of your life because this man is scary. Yeah, you know, man, what about me?

4:09And, um, but God had a plan that it was truly the best day of your life. Would you agree? I agree. Yeah, let's go. Yeah, I thought, you know, for years I was teaching your concept. Matter of fact, I gave you credit, right? Um, because, you know, when you had sold your first company, um, you know, when I started at that company, as Joe Adams said, back when I was young.

4:30Yeah, back, uh, in '98 is when I started. And you had sold the company, but I knew you because everybody obviously knew you sold the company. And so they had presented it to me as Todd Hayes's concept, right? And so I'm like, man, I know Todd's concept. And so then as I transitioned in my career, everybody's taken bits and pieces of your concept and tried to teach it.

4:53And I thought I was actually teaching it like I've been teaching phone skills, right? Like for years and years and years. But I didn't understand the full concept. And you told me, I'm going to teach you the real concept. Have I done that? And you have done that. Matter of fact, in the first 6 months, I learned more about not only running a shop, but business and just people is a big thing than I, than I learned in my first 20 years.

5:17So I thank you. But, but, you know, hey, it also comes down to you, you know, and as you started really embracing the full breadth of the concept, of the concept, You know, you just, you were just amazing. And what you have done with Adams is simply amazing. You know, I mean, I think you came on board maybe 3 months, 2 to 3 months after we just started scaling the company.

5:48And man, right away between you and Jose Garcia, give it up. We're big clappers, man. Boom, boom. Right away, Jose Garcia. Was your— you two were just in alignment and really starting those take-fives that we do every day that I've done for years and really mastering the concept. And then, man, to watch you guys scale this thing, I always love— I told this story at Courtside when we rocked it, we doubled the revenue pretty quick, over doubled.

6:26To $500,000. And, you know, I just— I was like so proud of you guys because we did it so quick. I think it was like so fast, so fast, so fast. I think we did it in about 4 months. And people don't understand, I was in the trenches with the wrenches every day. Yeah, yeah. I was— I was sweating bullets. We were PMIing cars.

6:49We didn't have all the speed racks and and all the things that we've developed now. But, but wow, there's so many stories on how everything develops, man. We were taking pictures, we were doing MotoVisuals pretty straight on, which you actually brought to our company from Loretta. Yeah. You know, and that's another story we could even talk about because it's so good. Oh my gosh.

7:14You know, and, and then we hit 500 And, you know, I, you know, I go, all right, man, next stop, 750. And Glenn is like, wait a minute, I'm at 600. How about 525? Something. 550. Something, man. Yeah, 750. So I'm like, wow. Wow. Okay. 750. Yeah. Hey, what was next stop? After that, we climbed right up to 750. And wow, man, what a rock star team.

7:43And that's when I was really like, Man, we have such a stable of superstars, you know, I mean, and really and truly, you know, I did, I got it, you know, I said, wow, man, next stop, $1 million after we hit $750,000. And Glenn was like, hey, man, you know, what do you mean? You're doing it again. What do you mean you're doing it again?

8:07You know, I said, well, yeah, it's my personal goal. You know, why don't we, what we settle on a goal What was it? $800. Yeah, it's still about $800. It's $800. Yeah, I never changed it. The goal is $800 because, you know, $1 million a month is not sustainable. But man, you rock star. What was your all-time record out of this store in a month?

8:32$1.2 million. But Joe will say $200 million. We carry $200 million. Joe will say $1.2, $253 million. Yeah, yeah, right, man. Don't forget that. Don't forget that. $250 million. That's right. Where's that when you need them? Yeah. Yeah, but, but the most impressive thing was we delivered $1.2 million in a month and carried $200,000. You know, that's really— we sold $1.4 million that month, which is amazing.

9:00I mean, wow. Again, that deserves— you know, I was on Brad Lee's podcast. I would be dropping a bomb. I can't take it. But boom, that's a major boom. Boom, boom, boom. But and then But that's not sustainable. I never looked at that as being a sustainable number. You know, in our budget, our budget and everything we do revolves around $800,000. But boy, a couple of months ago, you banged out another million-dollar month.

9:29Yeah. Yeah. Well, that year, I think you did average about a million a month. Yeah, we did $12 million. Yeah, $12 million. I hear that. Does key-to-key work? Absolutely. Key-to-key to call back? 100%. Yeah. You know that. Do you know the concept? I know it like the back of my hand. Yes, you do. Have you mastered it? I have mastered it. Do you sleep good at night knowing you've mastered it?

9:50Absolutely. It's completely changed my life and so many other people's lives. Well, you have changed so many lives now. So again, if you've come to Key2Key and Glenn is obviously, you know, this, he is just a partner in not only Adams, he's a partner in Houston Boston Partnership. Um, which is now we're changing the name. Boom! Hey, on the podcast you're hearing Houston Boston Partnership Auto Hospitality Group.

10:20Boom! Let's go! We're all about auto hospitality. But, um, Glenn's a partner also on Auto Shop Answers. Um, um, is just a phenomenal trainer. As we scale the company, Glenn will be just in charge of training and doing all this training for us. He is spectacular. When I say that store operations, he's one of the best on the planet. There's no doubt about it.

10:47But on training, absolutely a superstar. So, man, not only have you mastered it, but now you train thousands of people across the country. And, and I was able, you know, one time, you know, I was doing all the key to key. Yep. And then I had some help, you know, and now I don't get to do it anymore. Yeah. Yay. No, but no, I love doing it and I can, you know, it's so funny.

11:16I think back on when you guys were, you know, as I was pushing you guys out front and you guys were just do such a great job. But, you know, I would think, did they do that? No, you know, and then finally I did. They said, yes, Todd, we did it. And so I go, okay, bye-bye. I'm leaving you. We got it.

11:32Yeah, we got it. We got it. And so I've never been more proud of it. But man, you know, we had a spectacular frickin weekend. Was it last weekend? My weeks go by so quick. Yeah, last weekend, man. It was incredible. I got to go to Courtside. You guys were in Vegas. So I— and I'm glad because this is kind of like my first debrief of that, really.

11:55I didn't hear too much about it. We've been just so busy. We had a $100,000 weekend. Boom! Is that crazy? Yeah. By the way, what is your record weekend at Adam's automotive, um, 10/10, uh, $108,000. Boom! Is that crazy? Saturday, Sunday, that's a heck of a month you had last weekend. Yeah, exactly. So last weekend you did right over $100,000 again. Um, again, that's amazing.

12:20You know, P, in our business, you know, auto hospitality, we're open 7 days a week. It's spectacular. You know, maybe it's not for you, but man, let me tell you our customers, dual income with kids, dual income without kids, they're off on the weekend and they have spoken, man, we understand weekends are mission critical. Absolutely. They sold $100,000. Joe Adams tried to actually give me another dollar and I said, no, it was just $1 bet, you know, the first time, you know, but I mean, that's 3.

12:55We've done 3 times. 3 times. Amazing. You see, and it's not only have you broken 100 3 times, it's a spectacular result of 52 weeks, right, of weekends. You know, again, when we started scaling Adams, it was not open on Saturday or Sunday. And that was also another funny story. Yeah, yeah. Hey Glenn, um, we're going to open on Saturdays, and, um, man, if we do this number, you know, we, we, um— I said, I, you know, you won't have to work weekends or something.

13:27I can't remember. It was 500. Is It's like, look, I'm opening weekends. I'm a retail. I'm opening Saturday. You're opening Saturday. I'm not opening Sundays yet. You were planting seed. But I was gonna open Sunday events. Sprinkling seed is what you used to call it. Spreading that seed. Spreading that seed. And so you're like, look, do 500 and you guys don't have to work weekends.

13:45Me and Jose were Monday through Friday because our industry teaches you kind of like that's what you're trying to like accomplish. You're trying to get to that ivory tower. You're trying to get to weekends off. Like it's a different mentality. And so You guys, not our mentality, but the industry, right? You know, grow to multi-unit and grow store count, not— and it's just, it's a crazy deal.

14:03And so you're like, hey, look, go, uh, do 500 and we'll build a team for, for the weekend. Perfect. So we do that, and, um, then we launched Saturdays, you, me, Jose, and we were crushing it. No, man, I'm telling you, see, and people don't understand this, were we in the trenches. Oh man, we PMI'd every car. See, Saturdays and Sundays will work if you launch them correctly.

14:29Yes. You think you're going to put a team in and say, I need you to open up your store on Saturday. It's not going to work. It's a punishment to them. Punishment. It's a punishment. Most of these shops that are out there, they're there on Sunday because they feel that they're being punished. That's why you drive by a shop and on a Sunday you'll see a couple of GSs sitting on, uh, you know, sitting on tires, you know, smoking cigarettes out in the parking lot.

14:51We see that all the time. They're saying no on the phone, and they're saying no on the phone. And so we look at it like, man, it's just a— it's just another day. Another day. And we actually launched— when we rolled, we were here. Sure we were. Months. Well, I ended up being here. No, you started my deal again. My deal was work Monday through Friday, we'll build a team for the weekends.

15:11And I remember the first like a couple of months, we were— we're in a shop. Hey, we're in a shop here. Hey, let's go. We're shooting a podcast live. Hey, straight from the trenches. Came upstairs to do a podcast. There's no podcast or a podcast center. I'll be right back. You want something with no noise? We're not the podcast to watch. Yes.

15:35Yeah. So because with the sound of that wrench is money is paying for this podcast. Pays for everything. That's right. And so customer base, you said. Yeah, exactly. So you said, hey, you can have the weekends off, whatever, we'll build a team. And then we launched it and then it became a normal day, like it was just a normal day. And then next thing you know, I wake up years later.

15:54I worked every weekend and I love working weekends, by the way. We have no competition on the weekends. Everybody's saying no. Even shops that are open are saying no. Matter of fact, they're saying no during the week. I mean, all week long. And so I love weekends and it's just a normal day. And so I tell people all the time, like, how would you limit your success?

16:15Yes. And your career to a day on the calendar. That's crazy. And people just look at it like, well, I need weekends off. Well, like, it's just a different mindset. You really don't. They do not understand work-life integration. Right. And most people don't understand generational wealth, scaling companies, retail, outrageous customer service. Customer pays for everything. You know, they're in it for them, period.

16:42Right. And yet if they change their mindset, wow, what a difference that makes. Yeah. I mean, you know, and there's a— I tell people when I'm traveling around the country speaking that there's a population of people who need to work on Sundays, Saturdays and Sundays. 100%. A population. All you got to do is advertise for them. There are people in our space that need it.

17:05Um, and we talk about it all the time about their shops out there, they're open 4 days a week. That's just ignorant. I mean, I'm sorry. I mean, I hope I don't offend anyone, but I really don't care. That's not, that's not a business. That's a hobby, right? I mean, your technicians can't make enough money. Again, we have technicians pushing $300,000 over that this year.

17:24Sure. And, um, man, and they only work 5-day work weeks. We have different shifts that we pull, but man, oh man, The guys that are open and there's even some shops open 3 days a week. That's not even a business. That's not even a hobby. I heard of one that's like 2 days a week recently. That's like a podcast. 2 days a week.

17:44That's like, good. Just, just open up. Then you're running a group. You're running out of your home garage, you know, because they have side work. They have to go do— get paid somewhere. And so, you know, I always tell people, shame on my industry. That they don't allow technicians to be available 7 days a week or whenever they want to work because they go home with tools in their car doing side work.

18:11And in my industry, yeah, they'll deny it and say no, they don't. Well, yes, they do. Come on, get real, guys. Instead of allowing them to come to a beautiful facility and if they want to work over, if they want to work on a Saturday, they can. If they want to work on a Sunday, they can. And man, they can grind out, I mean, really and truly flag big hours, huge hours.

18:34Yeah. And I think, you know, like how many people have we seen change that said they would never open on the weekends? We were interviewing Amy and she was like, she was against Sundays, Saturdays, yes, but she was against Sundays. And then she had a situation where she broke down on a road trip on a Sunday and they were trying to find a shop and it changed her mindset.

18:52But everybody that comes through, I mean, We've had so many people convert to that. And this isn't about changing your business to open in 7 days a week. But when you come through the programs, it's life-changing and it's just a whole different deal. So you have that option, though. You do have that option. Sure. So I wanted to get more into Vegas.

19:12Tell me about Vegas and I'll tell you about— Be my Las Vegas. I want to hear about the deal. Well, you know, obviously, you know, we miss Glenn because it's normally the Glenn and Joe Show. Yeah. But, you know, we had Joe and Charlie's Latcos. Ah, shout out to those guys. Such studs. And so it was an amazing show. We were at Lightspeed BT Studio, Brad Lee's offices.

19:40So we videoed it for video training. We have a full video training library now as we go forward with private equity. It's smoking good. Yeah. But, you know, it was great. You know, obviously, about the only drawback was if you look us up on social media and you see some of our reels, they have very fancy chairs there that were almost recliners.

20:05And, you know, it's like, wake up, boy. Yeah, because you could get almost like in a, you know, a Berkeliner. Oh, yeah. Yeah. But it was great. You know, we're in Vegas. We had a great West Coast crowd. Come, come through. We had some guys who were from the West Coast that had been through your training before. And, you know, obviously the more you come through, the better you are.

20:30Yeah, period. That's it for sure. And so it was a wonderful training program. We had a great time. It was, again, spectacular. About Brad came out and spoke for, you know, 30 minutes to an hour. And then we went upstairs and crushed out a Dropping Bombs podcast, which was a lot of fun. I mean, Brad's a stud, obviously. For sure. And so, yeah, it was great.

20:59I mean, again, you know, the thing about it now, you know, do you recall when we first started, you know, really offering key to key out in the public? So people come in all defensive. Yeah. Oh, yeah. Yeah. We're not getting that anymore. Have you noticed? I have noticed that. Yeah. I mean, we're not getting that anymore. I mean, I guess Right now, Charlie Zalacos and Mikey Quinn are sitting in Canada doing a major training program for Midas, doing a 2-day key-to-key for Midas.

21:28We do a lot of private training out there. And here's what's really great is, is, you know, man, when they see that these larger companies are embracing auto hospitals. Yeah. Embracing it. Well, they're not shooting holes in it. They're embracing it. Yeah, because, man, you know, we do have an industry that's frozen in time. It really is. And if it comes to your operational model and the image of your store, you know, so in just everything we teach in Key2Key and then throw in the AI, you know, AI is not going to take anyone's job here., but someone who knows AI is going to take your job.

22:13If you do not know AI, I want you to understand you will lose your job, period. That's a fact. Yeah. Oh, you understand? Oh yeah. And we are AI infected in our business, you know, and that goes back from our original Polaroid camera. It's always fun to go to Key2Key because you see the progression from a Polaroid camera, Radio Shack recorder, to this file folder, this organizer, you know, that we would put index cards in for callbacks to now see, you know, digital technology, push a button, MotoVisuals, ChatGPT, off to the customer, customer watches it, calls them up, you guys close the deal.

22:57I mean, it's spectacular. It's spectacular. But I mean, then Um, and so we've gone from a Polaroid camera, this great digital technology, to animations explaining, you know, to the customer exactly what they need, clearly showing them what's wrong with their vehicle. Um, and then, um, and then from there, you know, Rilla AI and listening to phone calls, which you're a master at it.

23:23You know, you are a master at training on phone skills, which is mission— how important are phone skills? It's, uh, the most important thing. Is the most important thing. Communication skills and how you answer the phone. I, you know, I can remember my father-in-law was training me on phone skills and mentoring me on it. I mean, you answer that phone with a smile and yes, and you answer, what's your question?

23:46You know, I'm— period. You have to say yes to your customer. And, um, and as I started recording calls, and it's probably still, you know, whether I'm in Vegas whether I'm training somewhere else around the country, it blows me away that in 1986 I started recording phone calls. And you know, it's my favorite exercise with Keith. Yeah, and it's the same. It's your favorite.

24:12How predictable is it? Yes, it's as predictable as the day is long. Well, absolutely. Um, make phone calls to service centers, you know, competitor— competitive service centers, um, with someone in the room. Yep. And he will predict exactly what they're going to say, so he can predict exactly how not to answer the phone and how to say no. Isn't that amazing? We know exactly.

24:35Here, I'm gonna tell you something crazy, and this happened this last court site. So we talk about this all the time. What is your ticket average? Our ticket average is $1,000, right? That's with every single car that comes through our shop. So every phone call is worth $1,000. That means that phone rings, it's worth $1,000. So in, in training, I'll say, look, this is what I'm going to do.

24:56And you can do this too. I'm gonna call the shop, I'm gonna tell them the check engine light's on, and they're going to tell me it could be spark plugs, it could be coils. Uh, they, they half the time they tell me you might need an engine, could be something internal, customer has no idea what's going on. So we hang up the phone and it's predictable and everybody, you know, goes, oh my gosh.

25:15And they also tell you they can't get to it for a while. Oh yeah, they say no, of course they say nope, can't get to you, it's going to be next week. My check engine light's flashing. Well, I'm so sorry, we can't get you till next week. We're booked, right? And then they pump their chest that they're booked up. So we know it's $1,000.

25:28So we, so we translate in our mind. Phone rings. Thank you for calling Adam's Automotive. This is Glenn. How can I help you? Hey Glenn, I've got $1,000 burning a hole in my pocket and I'm trying to figure out what's the fastest way I can get it to you if you deliver me amazing service. And I'm like, can I come get it right now?

25:44Okay. That's how we translate in our mind. So we took it a step further this last time. Call up the shop. We did it in the group exercise. The guy says, hey, I'm in town right now, I'm having a grinding noise on my car, and I've got a $1,000 budget. Can you get me in today? And you know what they tell them?

26:04No, I can't get you in. So we literally did it traveling through town. I think traveling through town, we literally said, we have $1,000. We just actually did that, right? I have $1,000 burning a hole in my pocket, can you do it? And they said no. I can't get to you. I'm just like, oh my gosh, that's crazy. It's wild. It's my business.

26:22Our industry is absolutely insane. I mean, they're frozen in time. They say no all the time. They actually think they're busy. See, think about it. You know, when you're doing, you know, you might think you're busy at $100K or $150K. Are they busy? Well, you know, I think this is what I think. I think a lot of people are being trained out there.

26:42I know this wrong by people that are wrong for sure. But by— I think the people training don't even know it's wrong. They don't. They believe they're giving the good stuff. They believe they're teaching the right way. How do I move the needle just a little bit? How do I move this number just a little bit? But they don't understand that all that time they're spending trying to move that needle a little bit this way, they're missing out on the big picture, which is saying yes to your customer, serve your customer, hire spectacular people, hire the best technicians that you can get, be attractive so that those people will actually come to you.

27:13People missed the boat on that. And then there's just bad leadership out there and people don't want to work for bad leaders. And we know that. And that's what I love about dirty shops and bad leaders. Yeah. Courtside, you know, I want to talk a little bit about that. So Courtside is amazing because they've already been through Key2Key a couple of times.

27:30This is the, this is the cool part. Key2Key, we, I mean, most of the time we have, you know, 60, 70% new faces in there. And then we have our repeat people that continue to come back. And that's obviously growing. But Courtside is, man, everybody is like players committed. They've already— they've already come through. You got to come through a couple of times before we'll even let you come to courtside.

27:50Yep. When you go to courtside, man, you're in it to win it. You are engaged. You are working the concept. Yeah, we are doing the reps. We're sitting at a table. I'm like, we have these breakout groups and I'm like, the horsepower at this table, the horsepower at this table, it's insane. We're sitting there and it's me and it's Bill Lewandowski, which we just did a podcast.

28:11Oh yeah. Absolute stud. Lock it down, Bill, baby. Shout out. Lockdown Luke, we got Donovan, we got William Lovano, and we're literally sitting there on a call training. How about a shout out to Rob Escu? Boom! True hero. Let's go. Major stud. And it's like the horsepower of doing a breakout group of recruiting, like what that just sparked right there. Like just to see people's complete transformation in their mind of, wow, I get it now.

28:43Waiting for someone to fall in your lap ain't happening. It's not happening. But if I get on the phone and I'm actually active and I am like just having the effort to try and reach people and then I can send them out, whether it be recruiting video, shop tour, podcast. I sent one out yesterday. It's like, listen to one, listen to one.

29:05This could change your life. We had a guy in Kea'akea a couple of weeks ago. He's like, I stumbled upon a podcast and I listened to everyone multiple times. And then I booked a flight and I came here and this changed my life. Yeah, sure it will. That fast. Change your life. Yeah. And so industry has it completely backwards. 100%. Wrong. Yeah.

29:22Yeah. And I love it when I'm at Key2Key, even in, um, in Vegas, you know, I ask the question, you know, how many people in here do brake jobs? Well, everybody does brake jobs. I assume so. So that's not a competitive advantage at all, is it? No, everybody does brake jobs. So customer service has to be the competitive advantage. Outrageous customer service, auto hospitality, speed of service.

29:51I also sit there and go, my industry doesn't get it. It's not about getting a car fixed today. It's about easing their mind, figuring out what is wrong with the car and giving them transportation to take care of their life. And man, you're in great shape then. You got it, period. It's that simple. You know, it's like NASCAR. You know, I love NASCAR.

30:16A lot of our, our, our speed of service is around a pit crew. The speed rack is all about a pit crew. And, and NASCAR used to have a saying, win on Sunday, sell on Monday. Well, I'm Inspect on Sunday, fix on Monday. It's not very hard, but yet my end, where are you going to get the parts at? How are you going to get the parts for that car?

30:43How are you going to do this? I'm like, oh my God, man, did you see my picture? I just told— oh my God, on Monday. Yeah. So I sent a picture out and it's my parts shelf on Monday, the intake of parts. And it is— we did $100,000 weekend, right? And the parts shelf— were your technicians happy when they showed up on Monday?

31:02Oh, absolutely. They understand. You mean you had actually like and feed them a massive— oh, just, just feed them gravy. Here you go, here you go, here you go. Because people think you need to have technicians. Look, you don't even have to have technicians on Sunday to sell work. We sold— I think our record here is 88 hours we sold on a Sunday with no technician, uh, no technician available.

31:19There's technicians here, they're doing some work or whatever, but like on the speed rack, we sell 88 hours. Because look, we don't have to, um, have the car diagnosed if, if it's a harder, complex one. We can keep that car, get the customer transportation. Look, you need to— we need— see, the industry's like that. My check engine light's on. Well, man, I can't get to you today, man.

31:39My technician's booked up, he's backed up, he's leaving early. My diagnostic technician is not here today. All those things we hear from our industry versus absolutely, is now a good time to bring it in? Let me get it inspected for you. I'll inspect it while you wait. I will take this off your page. And then I get the car in, I can pull the code, and I can say, look, Mr.

31:54Customer, this is what we need to do. I need to spend some time with it. Let me go ahead and get you a ride home. We're going to take care of it. You're in good hands. Loaner car, Uber, shuttle, whatever it is. They just want to see action. They want to see something happening and it's not fixing the car. Those cars I can keep over till Monday if I need to.

32:09But everything else, everybody knows what a broken control arm looks like, or bad ball joint, worn out brakes, uh, you know, leaking this, everything. It's so easy. It's right there. You can see it. Like, because even if you don't know anything about cars, a customer can look at something and go, that's not right. That should— that be— oh, you will bring a customer out, let them look at your car every single time?

32:30Oh, You mean you have a clean enough facility? Absolutely. It's the biggest part of our— Oh boy, big, big, big. It's the biggest part. You know, I do a lot of sales training. How important, you know, your courtside, you know, we're training them on actually doing shop tours. Yes, live shop tours. How important is that? It's so important. So I was, you know, I do a lot of sales training obviously, and I listen to a lot of calls, but here's the problem.

32:55It's not a problem, but it's, OK, it's like kind of like watching game film from a football game. Let's just say we talk about NFL. We're going to go watch the game film, but watch it on maybe a game that nobody prepared for and learn the playbook and learn the routes. So I'm being reactive. I'm listening to calls to people that don't understand what leads up to the actual phone call.

33:19Right. And that's what I learned a lot, even myself, from Courtside. So we're in there. It's Sunday. First car comes in, we're rack attacking the car, we're doing our little breakout group pods and it's like 6 of us there. First car comes in, state inspection, boom, we get it in, we rack attack that car and what do we find on it? Immediately we find shocks are leaking on it.

33:38Okay, just covered. Okay, so immediately we go grab the customer, bring the customer outside, show them that fast. Okay. And that car ended up leaving for, I think, about $2,000. But see, the customer would never know that their shocks are leaking if we just pulled the car and hooked the machine up and said, hey, have a nice day. But we inspect the car and that creates hours for our technicians.

33:57Now we have a technician superstar, Alex, from our now store was at Courtside. Oh my God, I met with which is today, which is awesome because we're going to start bringing all our technicians through. He goes, wow, thank you for letting me attend that. He's going to key to key next. See, they don't know a lot of times if we don't explain to them what goes into the actual 15-hour ticket that I just handed you.

34:20You didn't see that the customer called up. Frantic on Friday night after hours. And then we said, yes, come here, we'll stay late for you. And then we're going to— Greek going out, man. A, a physical shop tour going out, the shop tour is being shot, show sale happening, loaner cars going out, then close the deal and get those 50. That's right.

34:42They call. So we do VIP Rack Attack Friday night before Key to Key. If you haven't been to that, you need to come through. You're in the trenches with our team running a day. And so what happens that night? Well, we're here. And if the phones are ringing, the doors are open, guess what? We say yes to our customers. Our sales always go up, you know, that night from 6:30 to 7:00 when we're done, 7:00, 7:15 when we're doing that racket, our sales go up.

35:05You know why? Because we're here, we're available. People pull in, people call, we say yes, and we do it in front of them. And so customer calls up 6:30 and we're closed. Technically, that's what the sign on the door says. Superstar Chris Garcia says That's just what the sign on the door says. So the customer calls 6:30. Absolutely, man. We're staying late for you.

35:24I'll open the gate for you if the gate's closed. We are here for you. And then we're going to get that customer and then we're going to take them around. We're going to show them our shop and we're going to tell them what they can expect from us. And they're going to meet people and they're going to see it's clean and they're going to see transparency and they're going to see cars that look like theirs and they're going to see a parking lot full of cars.

35:40Okay. And then we're going to get a great video and we're going to show MotoVisuals and we're going to break it down for them. And then when we pick up the phone, See, the work has already been done. The sale has already been made. And so listening to a phone call for someone who hasn't done all that first, well, you're just listening to somebody taking the snap and just throwing the ball and hoping that receiver, right, goes where he's supposed to go.

36:04They have no play. And so it's reactive. There's no playbook. And so when you do all these things leading up to it, it becomes very easy and it's just— you mean your whole ratio goes up. And if your close ratio goes up, guess what? Huh? Huh? Let me see. If your close ratio goes up, does that change your entire image of yourself?

36:26It changes everything. My industry is getting rejected over 50% of the time, if not more. I mean, it could be, it could be a close ratio of 20 or 30%. Not including the calls they miss. I, you know, when I did that little post on that. You know, 50% close ratio is the target for them. And that's the cars that actually make it to the shop.

36:51Now, how many nos on the phone? Well, think about— just think about this for one second. 10% close ratio is what our industry has on conversions of phone call to actual car showing up. How crazy is that? That's crazy. 10 to 15% is the app. So, you know this because we run it through AI. So that means we really do. And that's not even our— like, that's— we have our data.

37:12But that's not even just our data. That's outside sources saying if 10 people call, 1.5 cars are going to show up at your shop. Now, out of that 1.5, you're getting 50% on that. So that's like, okay, 0.75 on 10. What is that? I don't even know what that close rate is. In the rejection, you know, when you're getting rejected all day, I love using the illustration of having a restaurant full of people and half of them just stand up and walk out.

37:39Right. You know, wow, man, you would feel pretty rejected. That's all there is to it. Well, now you have to take that home. So it negatively affects your— not only your business, your people, your attitude. Well, what happens when you learn a system that allows you to ramp up your close ratio, ramp up your car count, ramp up your profitability? Does auto hospitality pay better than auto repair?

38:05Sure does. And people get excited to actually go and do it. Oh my God. And we have gamified the The entire business, the great game of business. People run to work. I can't wait to play this game. I can't wait for tomorrow. And it's 9 o'clock in the morning. Right. You know, and then our whole team feels that way. I looked at the post after the $100,000 weekend.

38:27Did you see any mad faces? I mean, they're holding that sign up, man. And they're going, bah, dah, dah. You know, see, it is winning. Winning is fun and no decision fatigue. And there's a lot of shops out there who have never won. They don't win. They don't know what it is. They do not even know what winning looks like. They don't.

38:46And you know, when we were perfecting a $40,000 day and people go, that's impossible. No, it's not. You know, 15 car, you know, 15, you, you take, you take an hour, um, a PMI of 15 minutes. That's actually slow for us. 4 cars an hour, 10-hour day, 40 $40,000. And people go, yeah, there's no way. I'm gonna come on down, I'll show you how to do it.

39:08I'll walk into your store. Can we walk into a store and do that with our eyes closed? Absolutely, yes, you can. And when I tell you that, it means that Lynn and I and Jose and the team— I'm not kidding, I would not leave this store until 5 o'clock, till the last, until that last— okay, give me my boom, give me my boom, give me my boom.

39:29We built Boom Boom Room. It's so, so hot. And man, I would be so exhausted, you know. I mean, you know, I mean, it's hard. You run a $40,000 day, baby. You're being nice, BMI, some cars. You got a lot of sweat going on. We're in Texas. And man, I would not leave. And then boom, boom, there it is, Todd. I'd walk out of that car, off we go, and someone drive me home when I fall asleep.

39:56Physically exhausted, but not mentally. Oh no, no, no. No, I can't wait for tomorrow. You can't. I can't wait to be here at 6:30. You start to take 5. How important is it to take 5? It's the most— everything I say is the most important thing. If you notice that everything's the most important thing. Well, you have to do take 5. That's the cool thing about Courtside is we're doing take 5 live.

40:16You get to spin the wheel and then who goes up there? And, you know, it's just absolutely incredible to be able to see people that maybe have to get a little bit uncomfortable before they can get comfortable doing it. Right. It could be a little bit nerve wracking for somebody to see, you know, the wheel gets, you know, they spin the wheel, which is so fun.

40:33And then your name gets picked and you have to go up and do a Take Five and you're in a group full of people that are all learning this concept. And some have been, you know, further along than others. And once you get it and you get uncomfortable for a little bit, you start to become more comfortable and more comfortable. And then that's what transforms your business.

40:51So getting uncomfortable to get to a point where you can go and lead your team. As I tell everybody, you have to do one to do 100, right? And so we do them every day. I've been doing them every day for so long in my life. It's nothing. I remember Charlie Zalewski. He hated doing it. He would not do a take 5.

41:09And I beat him. I pretty much beat him. As a matter of fact, there's my hammer. I beat him. And he started doing take 5s. And he fell in love with take 5s. He fell in love with training. He's always been a learner. Now he has— Charlie has perfected the business model. Charlie now speaks to large groups. Charlie now, when every month he is down at Courtside with Mike Quinn teaching that, and you're up here at Key to Key.

41:47Yeah. And so Charlie and Mike— I mean, Charlie and Joe were down at, over in Vegas. And that's why you went in and assisted and coached on courtside. I mean, you know, man, but you got to start with one take five to get there. I mean, one take five. You cannot scale a company without doing take five. 100%. So Charlie goes from, man, don't want to do it to just nervous about doing it, right?

42:16First of all, guy, I mean, he speaks what? 4 words when he comes. Cat, cat, hat, man, dog. Watch his podcast. Gosh, it's so good. You got to watch him. Under the Lift. Shout out Techmetric while we're sitting here. Um, watch their Under the Lift, um, freaking, um, video series. They just won a Telly Award. It's spectacular. Um, and you can see, um, Perry Adams, you can see, um, Charlie Zalacos.

42:43Yeah, Greek immigrant, spoke 4 words, and now he teaches this concept across the country. But that take 5, he also had to get generational wealth. Sure he does. That take 5 that he had to get uncomfortable and a little uncomfortable to get comfortable to be able to go speak in front of hundreds, thousands, whatever. Training mightiest in internet. Training, right? Like you have to be able to do that.

43:06And so it's super important. And so that's where you get to get in the trenches and we do it and we practice as a group and as a team. And it's a lot of fun. And when people come through, that's like family, okay? Like going to Courtside is like being with family, right? Well, I think our whole Auto Shop, um, Answers and our family of businesses, we don't even call them clients, right?

43:26They are family. Family. You know, we— I think about Caleb and Precision Tune, what's going on in their world. They've been around 50 years, um, they don't miss training programs, right? But we hosted a private training program for their leadership group a couple of months ago. They come in all the time. It's trans— Auto Hospitality is transforming their company. Auto Hospitality is not only transforming Precision Tune, transforming Midas, it transforms anyone's business that comes through, period.

44:00Yeah, period. We have other companies. I mean, like we've seen other companies that are coming through changing their business. So it translates into all service, any business. Yeah, it's style. It's perfect. We had— we had— yeah, it's a perfected business model, not only in auto hospitality, but it is in service hospitality. So we have had roofing companies come through now with our power washing services and plumbers.

44:27It's so fun. Yeah, you know, it's so fun to go there like, oh my God, I can use this. And I go, oh yeah, you can. We were with Tommy Mellow out at his Home Freedom, and we met a lot of people and said, man, you guys should come through Key to Key. They came through Key to Key and they're like, wow, this is amazing.

44:44Yeah, I mean, like, amazing. So yeah, it's pretty spectacular. One other thing that I saw— I love this— is, you know, people have a hard time terminating people, and so they have B players or C players on their team. You have a panel of studs up there. A players. Hammers. Hammers. Oh, boy. Tell me about your hammer time. And then you get people up front and teach them how to actually terminate someone.

45:14Yeah. Blows me away because I'm never nervous about terminating anyone. I make a deal with you. We're the NFL. Yeah. And I run it like a pro sport franchise. I tell everybody that up front. Front. I always have since 1986. And that means I'm different. I'm going to wear ties in 1986. I'm going to glove up. I'm going to be in white shirts, buttoned down.

45:39I'm going to be the NFL of car repair, but the good guys. And we still are that. And so when someone signs up to play on our team, we tell them, yeah, hey man, you got to make the cut. You know, I'm going to bring you on. There's a 90-day probationary period. I mean, you got to go through onboarding, key to key, courtside.

45:59You have to, you have to show that you can play in the NFL. If not, I will terminate you. Yeah. And we get to— and they, and they practice that in courtside. But the hammer panel. Yeah. Like to answer your question on the hammer panel, that's fire. We actually added Donovan to the hammer panel this last one. Donovan, what a stud. I mean, what a great team we have.

46:20What an amazing team. And so you've got this hammer panel and it's just 5 studs up there. And they're answering questions from everybody that's coming through. And it's just all these great questions. Matter of fact, that's available for people to watch. Mike uploaded it on his channel so they can watch the whole deal, the whole interaction, which is really cool. But, you know, look, you got to be able to manage these hammers, right?

46:43You're like, there's so much content that's available, you know, through Auto Shop Answers and its family of businesses. Go to AutoShopAnswers.com. Please sign up. I'm again, hey, we have a money-back guarantee. How many times have we given money back? Every zero. And that's what I'm talking about over a very long period of time. You know, most of your industry guys that are, that are players within the industry, um, have come through Key2Key.

47:13Um, they either work for me at one time and then scaled their own company, or companies that are scaling, most of them have come through. Key to key and bring their management team through. So, you know, we're changing a lot of companies out there, which is spectacular, not including what we're doing on the private equity side, which is a whole nother ballgame.

47:35But man, when you're in the trenches with your wrenches, you know, again, I don't have an office here. It blows people away. You know, Glenn's office is in Bay 1, right out that window. Glenn will PMI cars with the team, which I used to do. Unfortunately, I'm 66 now and can't do it quite as well. But hey, yesterday I was up at Woodlands.

48:02Great story. Here's a perfect example. Yesterday at the Woodlands, lady comes in for tire pressure. Just tire pressure, you know. And she pulls up and I go, wow, man, you know, let's get her out of that car. Let's get the car on the rack. And, um, because, you know, really, you know, it's, it's like all I have to do is— so we're going to also just bring it in real quick so I can inspect your tires and make sure that we're going to fill them up with pressure, inspect them, you know, make sure all the treads are good, make sure there's no nails or anything in them.

48:33And who doesn't take you up on that? And so we pull right up on the speed rack, we bring it in, man, freaking motor mounts coming out of the motor. I mean, literally, you know, when you put it in gear Yeah, you know, and that was $2,000 right away, you know, on motor mounts. Tires were fine, filled them up, walked around, showed this extremely bad motor mount and closed that deal right away.

48:56Yeah. And see, now, how many shops would have done that? Well, we'll tell you, Discount Tire, if you visit one of their stores, which is a— they're a high quality tire store. Let me tell you, they have a place where they air up tires. Yeah. When they air up the tires, they get down and check that tread, man. They're checking, inspecting the tires, seeing if one's too low, if it's not just low due to temperature changes.

49:21Boy, they want to know if there's a nail in there or not. And see, my industry doesn't understand every single car that gets on your drive is an opportunity. Yeah, there's trainers out there who tell you not to do state inspections. Well, you're freaking nuts. What's our ticket average on state inspection? $1,000. No, what's our ticket average on an oil change? $1,000.

49:44See, wow, you people crazy. That allows— that allow— it's my professional obligation when that customer comes in for a state inspection to offer them— and we didn't offer, we just do it for them— we're gonna bring up on my speed rack, I'm doing the state inspection, and I'm looking over to make sure the vehicle's in what? Tip-top. Tip-top condition, period. And what's our ticket average on that?

50:10$1,000. Oil change, preventative maintenance inspection, make sure your vehicle's in what? Tip-top. Well, how many— Do you put your babies in broke cars? They do not. And how many cars are going to shops and leaving shops? Broken. Broken. And the customer, do you know that the customer, like when the customer comes to your shop and they leave, regardless of what they're there for, they believe their car is safe.

50:35And more times than not, it's not. And a lot of people say I use that as an example. Low ticket average. Low ticket average is low integrity. You got it. See, wow, how can that be? See, now the industry's scratching their head. You got a low ticket average, you got a bunch of oil changes running through your shop or just state inspections.

50:57You got an integrity issue in your business because you're letting cars leave your shop especially oil change. Oil changes, that customer thinks, I've changed my oil, my vehicle's in good shape, they did it, they didn't say anything was wrong with it, and I'm driving down the road. Wow. If you did not— you're— it's your professional obligation to inspect that car. If you inspect that car, you will find problems with that car, period.

51:27100%. 100%. This is brand new. Oh my gosh, you know, even brand new, but it's our professional obligation to inspect cars. Well, yeah, even on our side, you know, we'll check balance, we'll check online. But even so, we find problems on brand new cars that we get to bring. Okay, so think about this. Car comes in, let's say it's got 5,000 miles on it.

51:47Our shop— or our shop— our industry is not even looking at that car. They're doing an inspection on that car, they're saying, hey, have a nice day, it's got 5,000 miles, what could be wrong with it? We'll lift the car up, we'll find a concern on it that's under warranty at the dealership for the customer, take the car over to the dealership for the customer, get the car serviced, bring it back to our shop, wash it, vacuum it, and deliver it back to the customer.

52:08Wow. What is that worth? Average customer is worth a lifetime customer. To find something that's under warranty for a customer. They get cycled to our call center. So now they're in my call center. So we're going to set them up for the next oil change. You know, our call center last month did $1.8 million in recurring revenue. Just making calls, setting up weekend appointments.

52:33Yes. You know, for fluid exchanges, for brake inspections, for oil changes, for state inspections. See, man, show me your schedule and I'll show you what? Success. You bet your butt I will. And let me tell you something, man. And the better you answer the phone, our inbound outbound call center. Oh my God. Hey, man, look, we and we are, man. Very, very dialed, you know, on this.

52:58You know, we talk about the industry being 10 to 15%. We're way better than the industry, and we're still getting better. 6 AM this morning, we had a call— I had a call with— I do every Friday morning with our inbound call center, private training with them. It's like 6 of us on the line, and we're dialing in to bridge the gap between call center and shop floor and just meshing the two together.

53:19So 6 AM this morning, tomorrow 7 AM, we have a call with the entire platform where we're going to train and get better. And that's before our Take 5 where we go and then we execute today. So Glenn is like an amazing trainer, a spectacular trainer. The other, um, the other thing I want to talk about— how many claps did you get?

53:39What do you mean, training? Huh? How many claps do you get? I think our record's about 200. No, no, our record over the weekend was, uh, 280 or something. Yeah, so during it during a 2-day program. That means the audience, the people we're training, clap 280 times. It's spectacular, guys. See, it is. Is it not amazing to watch their lives, the transformation?

54:06I do a deal at Key2Key called The Dash. Yeah. And I mean, oh boy, oh boy. You know, I mean, I get all choked up. It's faith-driven. It's beautiful. It's gorgeous, man. You see the tears in the audience, you know, because it makes you think, wow, man, and what a great industry we're in. There's just a lot of people giving out bad information in our industry.

54:34Yeah, man. Hey, what do you have to lose? You've gone to all these other people, you know, And I will just assure you, this is the transformation that will change your life. You know, I'm with Glenn. We started together 6 years ago. We have a company today that will push close to $100 million in revenue. Glenn's been instrumental in that. We have an enterprise value somewhere just caught between $300 and $500 million.

55:04We're nowhere near done. I mean, we have a lot to do. We're growing a billion-dollar-plus business. Do you have any doubt in your mind that we will hit that? I don't, and I'll tell you why. So every crazy thought that you've had along the way— yeah, you said if people don't think you're crazy, you're not thinking big enough. Every step of the way, man, it's like Todd this morning, it happened, Todd.

55:29Every week you're like, man, hey, busy week this week. I've heard that over every week over the past 6 years, right? You say, man, we've got a busy weekend, we got a busy week, hey, it's a busy month. And I hear that every single, you know, every single week. And then you tell me these things and they always come true. And I'm just like, this guy's kind of crazy.

55:47Like, I would think that at the beginning. Now I don't think that. I'm like, well, he said that, it's going to happen because he said that and he's delivered all the way through. It's virtually impossible to, you know, to explain to everybody how you truly scale a great company, how you do it. You know, you can't teach private equity. In an hour.

56:07Yeah. You know, I mean, I've been doing it a long time. I totally understand it. You know, we're right in the middle of a bake-off right now, um, which is exhausting. You got bankers in here, you got private equity firms in, um, we're flying there and, and doing their, their programs. Um, I mean, it's, it's, it's, it's outrageous. Um, but when we find the right private equity firm, um, the banker that represents us and Then we find the private equity firm that we're going to partner with to de-risk our portfolio, not sell our company, de-risk our portfolio, which is very different.

56:45And then, and then I call it the unfinished start line. Again, we're highly competitive here. So they go racing. That's one finish line, but it's also the start line because once we do the deal with private equity, Well, now we have to scale even more, right? And we have a very defined funnel way that we scale private equity roadshows. We're very, very good at this stuff.

57:15And, and the good news is, how have you learned? Oh, McGlynn, are you pretty savvy with private equity? You know, I am. I've learned some. Matter of fact, you know what I just did the other night? So I've been through 2 Adam Coffey roadshows. By the way, if you haven't read— shout out— I love shouting out to people. He's a stud. Shout out to Adam Coffey, Private Equity Playbook.

57:37Please read it. Read all Adam's stuff. And before you jump there, I'll come back. Shout out to Jose Garcia and our great team. Man, oh man. Let's see, he's very important during our training. Sure he is. He shifts over here and he actually crushes out these numbers while Glenn is, um, is training, whether it's key-to-key or courtside. But go ahead on Adam.

58:03Yeah, so he does a deal where he says, look, if I, uh, do a 10-question quiz on everybody in the room, right, whatever that room is, before he starts a program, um, that like— I forget what percentage— 90% of the people will fail that quiz. And he has access available, right? And he's a stud. And we've learned from him. And I've learned so much from you and been able to learn from him as well.

58:29And I took that quiz the other night and I got 10 for 10. Boom! There you go. And I was so— that was a proud moment because I was like, wow, I really learned. Wow. There you go. Yeah, let's go. Hey, I learned a lot where people fear private equity because they don't understand it. I didn't understand it. I went to a private equity deal that I thought wasn't a good deal.

58:47But now looking back, after I learn and know, I understand they did what they were supposed to do. I just didn't understand the difference between a bolt-on and right and, you know, a platform and what that actually meant. And so that's changed my whole perspective. So a lot of people are, you know, giving their thoughts on private equity based on wrong information, secondhand information.

59:13They don't really have no idea. They don't know. What they don't know. Yeah. And private equity is banging down people's doors right now. They're buying everything. They have a couple of trillion dollars on the sidelines looking for spectacular companies. Unfortunately, there's not a lot of spectacular companies. And private equity also is making some bad moves there. I call it Frankenstein approach or just buying them, bolting Frankensteins.

59:38No culture, no infrastructure, no flywheel, no no real training program. Um, you know, think about the Auto Shop Answers family of businesses is just outrageous when you talk about key to key. You talk about a recruiting company, you talk about, you know, our, our video company, Auto Shop Media, you talk about Auto Shop callbacks or inbound outbound call center. Um, you got Peter Sarandidis is actually in our room with tech training Man, we have everything.

1:00:11You know, we're true— we are a true platform company with company stores and bolt-on stores, and you will see significant growth out of us. Um, are you saying we're out of time, friend? You're not out, it's just been 1 hour. 1 hour? Okay, well, we've been on for 1 hour, so I'm gonna probably call it. Anything else you want to add to it?

1:00:31No, I just— look, come, come see us. Come to Houston, go to Boston. Go to AutoShopAnswers.com, get with Todd Westerlund, follow us on all the social media. It's in all social media. Follow Glen Peglow, myself, AutoShopAnswers.com, Todd Westerlund. Also, guys, if you're in the business, you know someone who's come through. Just call, just call. And if you watch this podcast and you have been through, could you please tell a friend and change their life just as your business has been transformed?

1:01:06You will see so many of your friends' businesses that are being transformed. I mean, massive. And, um, so, um, so please tell a friend. You'll, you'll change their lives with them, and that's what it's all about. We also— I have to, before I wrap up, you know, our newest program is Auto Shop Ministries. You know, we're a faith-based company. I have to talk about this.

1:01:30Um, we now have a new program On Sundays, Rado Shop Ministries is sponsoring— we have our own minister on staff, um, Devonte Tidwell, and what he's going to do is he will give a Sunday service, um, at, um, the pod will drop every Sunday starting next month. But when you are in town, which is really cool, um, he will do a live sermon for us, 6:30 to 7., and then 7 our program kicks off.

1:02:04And so I'm asking, we're so excited about that. And then as you guys know, if you come through Key to Key and Courtside and you want to go up to Lakewood and, um, and, and really experience Joel Osteen and Lakewood Church, um, we have access to some pretty good seats there. And so it's a lot of fun. So, but I really want to drop that in there.

1:02:30We love the Lord and we love what we do. And if God is for you, who can be against you? So now I get the goggles on. So anyway, hey, man, what a great podcast. Boom. Let's go. I'm so proud of you, Glenn Pickle. Hey, guys, give it up for Glenn Pickle right here. Hey, stud. And Josh, thank you so much. Boom.

1:02:48Auto Shop Media. So we are again, Auto Shop Answers, AutoShopAnswers.com. Todd Westerlund, sign up today.