How an Ex-Firefighter Built a $9M Auto Repair Empire | EP5 | Shop Fix Academy Podcast

0:00This is not what I'm supposed to do. My dream was to be the fire chief of some big city one day, and now I'm running a repair shop. I love the reset button concept. That is a huge takeaway. It's something that's truly going to change the legacy of your family. You're going to be a successful shop owner and a great leader and have a good organization.

0:16This year, if everything goes well, we should be between 8 and 9 million. Welcome to the ShopFix Academy podcast. My name is The Berg, and joining me is Guy with ShopFix Academy, and joining us is shop owner Brandon Peavy. Welcome, Brandon. Tell us a little bit about your background as a shop owner and where you have a very interesting background, where you came from.

0:40I started out in fire and EMS as a firefighter paramedic. In 2005, started an ambulance company completely from scratch that grew rather rapidly into 4 different regions, over 100 employees. But in 2010, Um, we weren't immune to the problems that happened in 2008, so we had to find a way to save money. So you were a firefighter and you decided, I'm gonna, I'm gonna start an ambulance company.

1:04Yeah. And you grew to over 100 employees in 5 years. Yes. How many ambulances did you have? We had over 30 at one point. Wow. Wow, that's crazy. And it was located— where was this happening? Kind of central northwestern Virginia. Okay. Yeah. It was a vacuum of that service in that area, which is why we started it in the first place. Got it.

1:25We're paid by insurers and they set the reimbursement rate for what you do. Doesn't matter how much you bill them based off what it's worth. That's what you're getting. So the only way you can make money in that industry is to control your cost. So if you're looking at it like a profit and loss statement on an auto repair shop now, on our profit and loss statement then, the biggest 2 items on the overhead was payroll for the people, the drivers and the MTs and the analysts and fleet maintenance and repairs.

1:46Oh. Actually fixing the ambulances. Actually fixing the ambulances. Yeah. Because as you can imagine, they break often. They don't drive them. They're not purpose-built vehicles. You know, lots of brake shakes and warped rotors and all that stuff all the time. So obviously we couldn't fire people because we need people to drive the ambulances. So what can we do? And we're like, well, let's hire mechanics in-house.

2:02That felt a little weird at first because I was managing people doing something I didn't know. That was very uncomfortable. Later on in life, I realized that was a superpower. I just didn't know that then. So the goal in all of this was just to save money for the ambulance. You have to save the ambulance company. So you inadvertently started a shop.

2:20Yes. To save money. Right. And then you started covering the mechanics cost by outside work. Yes. Is that correct? That was the goal. Yeah. Wow. Wow. And voilà, Route 11. Route 11, because that's the street out front. Yeah. Route 11 was born. Yep. Wow, that's cool. Managing the repair shop, I didn't know it at the time, but knowing what I know now, looking back, I was the service advisor.

2:44I just didn't know that then. No idea. Um, embarrassingly enough, we had a $45 an hour labor rate for gas and $65 for diesel— no, $60 for diesel. Wow. Um, because I had done the math the same way I ran the ambulance company. I just need X to do Y, right? And I just want to cover it, right? And I was trying to eliminate any barriers to not getting it, so I just made it super cheap because I knew what I needed and I just wanted to get that.

3:08However, being on the front counter and talking to people and learning Um, how to price things. Uh, we didn't have margin back then, we had markup. Okay, that 30% was everything. It was— if it was a $1 bulb, we sold it for $1.30. If it was a $100 water pump, we sold it for $130. Wow. So the healthcare margins, profit margins, are razor thin.

3:27Um, and I saw a huge profit potential in auto repair. Um, so you gotta remember though, I had started an ambulance company completely organically. We didn't buy it from someone else, like we literally started it from scratch. And we grew it to the size I told you earlier. So my ego was kind of big. You know, I'm, I'm making more money than any of my friends at that point in time that either went to college or didn't go to college that I graduated high school with.

3:49And, you know, it was kind of a big deal. Like, I was very proud of that. And I was like, this is just auto repair. It's not healthcare. Healthcare is very complicated. I can learn how to run a repair shop. I was wrong. And I struggled for a long time, probably about 3 years until I was online and found a couple of all repair shop groups, you know, and I learned about Shop Hackers.

4:12Didn't know ShopFix was a thing then and went to the Shop Hackers conference at the end of 2017. Okay. And met Aaron and most of you guys. And actually, you were a fellow client then. Yes. And you were just becoming a coach, I think, at the time. Yep. And man, it's been a whirlwind ever since. And between 2018, beginning of 2018 and 2021, we doubled it every year from that.

4:36Well, obviously we get to a point where you can't double every year, but obviously we've still grown quite a bit every year since then. Yeah. What was that revenue in 2017 that you were doing? $480,000. $480,000 for the year. Awesome. And today, how many locations do you have? We just started our 5th location. 5 locations. And what are you tracking revenue this year?

4:57Store 3, 4, and 5 are all a year old, so they're all still They're also different brands, so that's been another challenge. I like to make things complicated, but, um, but this year if everything goes well, we should be between $8 and $9 million. You had mentioned you were struggling as a shop owner. Can you walk us through some of those struggles of, of what you were going through then?

5:17Yeah, um, one of the primary struggles was my shop management system was AllData Manage On Elite, and then we thought we were doing big things when we went to AllData Manage Online. Um, because we actually had a parts matrix then and some other things. Um, but even then we were very limited to what the capabilities that management system was. I had technicians at the time because I didn't have any front of house staff.

5:39I had technicians at the time. Looking back now, whether they intentionally did it or not, took advantage of me, um, and my lack of knowledge of the industry. Everything that I was learning at ShopFix at the time, um, commission pay plans, charging with the matrix and charging the right way with the warranty and value and all that other stuff, they constantly told me that's not how you do it.

5:58That's not going to work here. That's— we're not California. Not. They constantly listed all these places where all the money was, you know, sure, in little old Harrisonburg, Virginia. You're not gonna be able to do that here. And, um, honestly, that was probably my first major struggle, was getting myself around people that would give me the confidence, not just what to do, sure, but the confidence that you can do this.

6:20Stop listening to them. Yes. And just let them go if you have to. Isn't that crazy how shop owners do that? They say what they're gonna do, but then they listen to the advice that they're saying it to other people, and, and using that and, and looking in the mirror and going, oh, maybe I can't do that, maybe I can't do this.

6:39Like, wait, who are we taking advice from? Sure, you know, absolutely. That's a, that's a big key. Yeah, right there. Uh, and so you mentioned shop management system, which I know AllData back in the day, they've come a long way. I know they've got a much better shop management system now. Um, so, so that's one, one area. And then the technicians— any other struggles that you had?

7:03Yeah, uh, pricing. Um, $45 an hour wasn't getting you there? Yeah, but that was huge. I thought it was a big deal when I went to $80. And like the first couple phone calls or the first couple sitting at the desk across from the customer and be like, so it's going to be this? And they're like, okay, that's fine, can you get it done today?

7:20And I'm like Wow, I just doubled my labor rate and you're still like, yeah, not even being— not even batting an eye. Yeah, I felt pretty, uh, felt pretty amazing that day and pretty dumb that day. Well, that helps you kind of put yourself in a service advisor seat, right? Absolutely. They're always thinking about them, you know, what they see, you know, pulling the curtain back and seeing all the things.

7:39And the customer, I mean, what— that's $40 more. Yeah, and was still nowhere near what we should— you needed— should have been correct. Sure. Yeah, yeah. And that was the biggest thing then is, um, I keep saying that was the biggest thing. There was just a lot of big things. A lot of big things. Uh, we didn't have a separation between the ambulance company and the repair shop.

7:56And that was one of the first major milestones I had to get is those things separated so I could actually see the numbers. Because without seeing the numbers, I was, it was just a guess, honestly, figuring out, let's test this and see if it worked or not. We see a lot of this with used car lots and auto repair. They combine the two and it is so difficult.

8:14To just dissect the financials because the margins don't make sense. The percentages don't make sense because they have all this work that's kind of intermingled. Yeah. Autobody too. Yeah. It's the same way. It artificially props up one company and artificially brings down another. It's a mess. I mean, even just general auto repair shops that were transmission only before and they're getting into general auto repair.

8:35That's another, another huge struggle. While we're on the topic of struggles, like You've been a coach now for ShopFix for, for how long? 5 years. 5 years. Um, one of, one of our lead coaches now doing a phenomenal job. And you've seen a lot of shop owners struggle. What would you say the difference between like a struggling shop owner that's not making net profit, uh, like what's, what's the biggest trends that you see of a shop owner not making net profit?

9:03Well, there's a bunch, but I would say if you had to do the top 3, not knowing their numbers, Okay. Um, usually, um, I call it have golden handcuffs. Someone's got golden handcuffs on them, kind of like I had, you know, metaphorical golden handcuffs on me with my staff at home. Sure. Once we figure out what the numbers should be, um, they go about getting them the wrong way.

9:22And one of the biggest things, the problems that we try to fix first, and I'm going to say probably 99% of the time new ShopFix clients come in, their tech cost in their shop management system is wrong. And if that's wrong, then their GP dollars is wrong. And if their GP dollars is wrong, then what they're selling, if they're profitable, it's literally by accident.

9:41Is that primarily because, uh, they have their techs in their system listed out at their actual— at their actual labor rate, whether they're hourly or flat rate, it's whatever. So if you're making flat rate $46 an hour, if they're hourly making $22, they put that in there. Well, gross profit is after parts cost and technician cost or labor costs in this industry for most of it.

10:02There's some— there's a few franchises out there that do, um, what they call GP before labor. That's the term they'll, they'll use. If you interview a service advisor and you say like, what do you sell at the current store? And they're like, well, I do 80% GP. Dig into that a little bit. They're not getting 80% GP with labor, it's before labor.

10:18So you got to ask the right questions, right? They're not wrong, it's just not the answer that you were looking for, right? But once we get all that dialed in, now that's where the magic happens. You can, you can price it correctly knowing off the desired net profit and the overhead that you have to cover. So we have a GP dollar goal that gets created, and then you, you know, if you get actual real salespeople in there, you can create a minimum and you can actually strategize based off the value you're providing, the price that you're offering, and not only make more money but provide more options for your customers that some of them, they

10:48won't care about the warranty. They also may not be able to afford it at the point in time, but you can still provide them great value with great parts with a decent warranty at a better price, and it, it fit, it works out for both of you. So let's back up just a little bit. So you said the technician cost is just wrong in the shop management system.

11:05How is, how is it wrong? Guy mentioned that you just have the hourly rate or their rate in there. What are the things influence that? Um, because you have a technician that's working 40 hours, how are there influencers on that? Like what, what's the discrepancy? Because your P&L says one thing, shop management says another, right? So I mean, if you look at most of the kind, not all of them, but most of the calculations that we go over are based off of billed hours.

11:28You've got technician cost divided by billed hours, you've got overhead divided by billed hours, you got gross profit divided by billed hours. Everything is by billed hours. Well, once you figure out what the billed hours are, that's what's going to create the, the technician costs. If you have your total technician costs divided by your billed hours, and you always want to do 2 or 3 months, you want to get a big span.

11:47Okay, probably too deep of a conversation to get into why today, but just always do the last 90 days of, um, technician costs divided by the billed hours for that same 90 days. Um, there's a little discrepancy there if you're in massive growth mode. For 99% of the time, that formula right there will get you what you need. We recommend total labor cost divided by the build hours for the same time frame.

12:08Okay, so your total technician cost on your payroll, and this includes anybody working in the back? Yes. So all of those divided by the total build hours out of the shop management system? Yeah, the way I like to teach it is if We'll use TechMetric out as an example, or Shopware. If, if you can hit the little dropdown and their name exists in someone that could be assigned as a technician on that job, they get added into this formula.

12:32Okay. Yeah. Okay, perfect. What's the worst case that you've seen? Like, can you recall? Yeah, I mean, we've had clients come in and have a 30 to 40% discrepancy, meaning that their shop manage— in the shop management system, their labor cost— there's always this telltale sign. You'll have this labor GPU of like 80%, and that's the first I know for a fact your labor cost is wrong.

12:52Big red flag. Yeah, yeah, big red flag. So they'll have very— like, everybody's making $18 to $25 an hour, but they're only doing 20 hours a week, right? So they're actually per billed hour making $46 an hour, or costing you $46 per billed hour. Wow. On the payroll system, they're only charging you $22 an hour, and that's where the discrepancy happens. And you'll get your labor cost— it's basically, if you get— if you have a P&L, hopefully if you have one, but if you get to a point where you got a solid P&L and your GP is like 48% on your P&L, but it's 72% in your shop management system, this is your problem.

13:27Absolutely. Yeah. I had a client once that was at $92 an hour is what we calculated. Yeah. And he had it in his shop management system as $15. Yeah, it was crazy. Yeah. So his GP and his shop management system looked amazing, right? Sorry to backtrack on that, but that was— that's a super important detail a lot of shop owners, especially newer ones, miss.

13:50What other areas would you see that's, that's different, you know, from making a net profit? Um, not having a, a parts matrix that actually has a, um, a method or a mindset behind it. Like, you have to— you can't just set it and forget it. Like, it's something that constantly has to be massaged. And, uh, I actually, actually recommend multiple parts matrixes, um, for a lot of different reasons, and then training your staff to use those based off those different scenarios.

14:15We'll go back to that transmission shop. Parts matrixes is the major downfall of transmission rebuilders across the country. And people usually look at me cross-eyed when I say that, but I don't want to throw any shop management system names under the bus, but we'll just say shop management system X back in the day only had one parts matrix. Sure. But let's say it's this transmission shop and they do R&R, they get them from Certified or Jasper or whatever, they do R&R transmissions, they also do some in-house rebuilds.

14:40The problem is, is those in-house rebuilds, they put them on the same parts matrix as the one that they just do the R&R because they only have the one matrix. Gotcha. If you think about a transmission matrix, those are really high cost, so the matrixes are buckets are really, really narrow. But those in-house rebuilds, those are where the GP dollars— huge GP dollars could make, because you can take a $20 clutch pack kit or a seal kit or something and sell it for $100 when you do bid pricing and put it inside this whole thing.

15:04Sure, there's a lot more money to be made there. Those shops that had builders in-house, that is an art. If you're a transmission rebuilder, you're like in the top, in my opinion, the top 10 of technical people that can actually do the job and understand it and fix those types of things. Agreed. And you should have been paid a premium for that capability.

15:21Absolutely. But they weren't. It wasn't because the tech— the shop owners, they were just bad shop owners and didn't pay their people. They didn't create enough GP dollars to pay their people anything because they didn't price things correctly. They didn't have any money left to pay anybody. Right. So we have transmission shops come in now that don't even do general auto repair, and the first thing I ask them is, do you have an in-house rebuilder?

15:38And if they're like, yes, I do, I'm like, well, then you're getting ready to make a lot more money because we changed that. And literally overnight, it's so great to see it Because that's awesome. We try to get wins pretty quickly for clients so they trust us because sometimes they've never met these people. We're talking on Zoom for the first time. You get a couple of these wins and then they realize that you can actually help them.

15:55From that point on, things go really, really quickly. I don't know why, but when I was a Tribe coach, I got a lot of the transmission clients and pretty much all of them. I mean, we've, we've had clients coming in making $200,000 a month, doing really, really well. Um, but their transmissions are really, really large ARO. Um, but the GP is like down in the 30s when you actually look at it on the P&L.

16:20And there was 2 issues. One, the tech cost that we just mentioned, like unanimously 100% of the time that was an issue. And then for the ones who did have very talented rebuilders in-house, um, they could jump— wouldn't be a significant jump in revenue per se. Sometimes it was, but even if it just went to from $200,000 to $280,000, they would go from 36% GP to 55% to 60% because they were pricing certain things the right way.

16:45GP is what covers overhead and what's left over is net profit. Yeah, and that's, that's the end goal. So that's probably one of the most— the best scenarios that kind of paints the best picture of what we're talking about. What is the difference between a struggling shop owner and a successful shop owner? Like, what is the, the main differences that you notice or name, you know, main patterns?

17:04Yeah, honestly, there's a bunch of different reasons, but they all circle around mindset. They just do. You know, people say you're the sum of the 5 people that you're around the most. A lot of these shop owners are people who grew up in the business, and that's why ShopFix exists, because they're amazing at taking care of people. They're amazing at fixing cars, but they don't know how to run the business.

17:27You know, a lot of it's not just this blue-collar industry. It's a lot of blue-collar industries. Sure. A lot of electricians and plumbers and HVAC people. Start their own business, but they get into tax debt really quickly or 941 payments because they just don't know the things. And that's where we really shine because we can come in and teach them those things, but also the mindset of just what else is capable and what's possible.

17:47Kind of like my mindset when I first joined, of my mindset was based off of what my technicians and my staff told me. And that's what ShopFix was able to do for me is flip that mindset and give me courage and the confirmation. That's the biggest thing, the confirmation that it's not just someone saying, you can do this, go for it. It's, look at all these other people that have done exactly what we're asking you to do.

18:10This is the confirmation. It's not just something we're asking you to do to see if it can be done. It can be done. Here's all the people. It's up to you to get it done now. I know one of the big struggles is like you go to ShopFix and you learn these things and now you got to go back to your team and you got to get them to buy in, right?

18:25So talk a little bit about that buy-in and how you won your team over? So I actually have taught classes at ShopFix on this. I call it, uh, hitting the reset button. A lot of these shop owners are buddies with their employees. They smoke together out back, may go drinking together on the weekends or on, on the evenings or whatever. They do things together.

18:45And I'm not saying that they shouldn't, but they're not— they don't have a relationship with employee and employer. And if you are the employer, whether you like it or not, you're in a position that if you want to be successful, that you have to You have to play the part. You just do. It's just part of it. And it doesn't mean you can't be friends with any people or not, but it does mean that if you're going to be successful, you have to adopt this, this position that you've accepted responsibility for if you want it to work.

19:11And a lot of times, to go home, to go to a conference, to get pumped up, to get all this great information, to go home and tell people about these things that you want to do and to get their buy-in, a lot of times I'm finding these people, their people don't believe them because of who they've been as a human, not as a shop owner sometimes, but a lot of times just as a person.

19:30And, uh, and that's a shame, and it seems very, very difficult to overcome. But I've taught clients to do this, to just go home, write down a list of all the things that you think you haven't done great at, call them out, apologize to them for them, and just say, look, I can't stand here and say I can guarantee I will be different in the future, but I do want to ask for an opportunity to earn your trust.

19:49And an opportunity to be this new owner for you guys because this is what I want to do. And man, it has— there's been times where they go home, everybody's left. Right? Right. That happens. And not that day. Not everybody walked up. Yeah. Not everybody kind of walked out that moment, but it was the beginning of the end of that phase. And then it was up to us to coach them through that phase and know that there's a light at the end of that tunnel and that God has a plan and that this is just part of it.

20:16And that, you know, you initiated the reset. And sometimes the reset, the end of the reset isn't a new thing with what you had. Sometimes it's just a whole new thing. Um, and then those people who get on that path of being a good human or being a good owner is, um, staying on it. It's a struggle for all of us that, you know, life happens and, you know, you get constantly bombarded by certain things and choices and things.

20:39And you, if you're going to be a successful shop owner and a great leader and have a good organization, and something that's truly going to change the legacy of your family, which is what should be the goal, you're going to have to be a good person. Yeah. At the heart of it through the, through the whole process. And that, I mean, resonates with me being a manager of a shop and that trickles down.

21:00Sure. There was definitely a moment when I was managing, I became the manager where those relationships with those technicians, I was a, I was a peer and now I'm your boss and you got to separate. There's no more hanging out after work, you know. It's— and shop owners have to make this decision, and owners and employees have to make this decision. Where do I want to go with my life?

21:22Where do I want to take my family? What's more important? And like you said, you realize you're— you shop owners, I'm sure, and I know because we've coached them, are afraid of that, uh, I gotta go back and I might shake things up so much that I have new people on my front counter, new people in the back. And that's scary, right?

21:41It is. Yeah. Leaving familiar is very scary. I love the reset button concept. That is, that is a huge takeaway on this for sure. Moving from being a shop owner, less than the ambulance, you know, business and growing to multiple shops. So talk a little bit about how you went from one shop to 2 shops and then where it went from there.

22:05When I first got into ShopFix, you know, we were making a lot of money with store 1, and I was, I was content for a period of time. And then I got challenged by my fellow tribe members. That, that's one of the things that we don't talk enough about being in ShopFix and being in a tribe is get around the right tribe and you start pushing each other.

22:20I mean, it's, it's super helpful. I mean, it's one thing to be around the right people in the right environment, but it's another thing to be around people that you push each other and believe in you. Yeah, and believe in you. And not that you like can't ever be happy with what you have. I'm not saying that, but everything can always be a little bit better, a little bit stronger, or you can create a scenario where you're good but you can make things better for your people and then they can grow.

22:41Multi-shop ownership is not just about more money for the owners, creating more opportunity for your employees. You can attract and retain a different type of employee when you create a ladder of success for them to climb. That's one of the biggest unintended things that happened to me when we went MSO is learning the people that we could attract and retain, um, that we couldn't before.

23:01And I didn't know that until we put on the Indeed ad— multiple shops, multiple management positions, you know, multiple pathways to success kind of thing. And then different players started showing up. Interesting. I was like, I wonder where you guys have been. And then that's what it— that's what they were looking for. My scenario may not resonate with everybody, but I wanted to do MSO not to brag about multiple shops, but I saw this opportunity.

23:26But we teach, you know, you want at least 3 months of overhead for the current store and the store you're going into. You want at least $100K in operating budget after you've done your build out, after you've made your down payment, all of the things, right? And you want to be able to step away from your original store for at least a month or two.

23:42Not like never go in, like you're still going to review your P&Ls and stuff, but you're nowhere near any part of the day-to-day operations. Even if a few people call in sick, that's like the safe way. Have people ground stores without that? Absolutely. We know tons. However, as a coach, we're always going to recommend the safe way in that and just help them with whatever they end up doing.

24:01Sure, we're always going to help, but that's the way we have to teach it and what we're going to advise. So I did all that. I did all the things. And I talked to brokers, I talked to tool truck people, I talked to, um, part store managers, talked to all the people that might know where other shops were. And man, for like a year or two, a dead end after dead end after dead end.

24:19And I was like, you know, I'm I'm a big believer in God, and I, I think maybe it's just I need to look at this as maybe this is not what I'm supposed to do. Maybe multi-shop ownership. I was like, because I— my dream was to be the fire chief of some big city one day. Now I'm running a repair shop and I'm not even in healthcare at all anymore.

24:34Wow. So why don't I take that lesson and realize that maybe this is not what I'm supposed to do? I just need to keep doing what I'm— what I know to do, be the best at it as I can, be willing to do what other people aren't, and I'll land where I'm supposed to land. Yeah. And then it was within a couple of weeks somebody said something and it hit me in a weird way and it made me think to myself, what if it's not something that I'm— that I need to do?

24:57What if it's something that I just haven't done yet? And what if it doesn't have anything to do with revenue and operation, operating account and all the things? Because I met all those criteria and it still wouldn't happen. And I said, I thought to myself, what would not happen if I've got a second store today? A local shop owner walked in the door and said, I know you don't know me, but I've heard about you.

25:17I want to retire and I'm worried about my customers and I'm worried about my employees. Everybody says you'd be the best steward of both of those. Cool. Would you be interested in buying? Wow, that's awesome. There's no way. That's, that's not so cool, right? So you just got to look at it from all different avenues. Store 3 was an expansion of Store 1, that brand.

25:35Store 4 was a retiring shop owner. And then Store 5 was the same thing. All Store 2, 3, 4, and 5 I didn't go after, didn't look for. They all came to me because I finally figured out what in life I needed to do to be ready. And now we put a verbal offer in store 6. They haven't accepted yet, but we might be doing that this year too.

25:51Wow, hot off the press. You heard it here first. Yeah. So it is awesome to hear that, you know, if you are a good steward of your things, there is a plan in place for you, right? And you will reap the benefits of that. Yeah. And the saying, you don't always reap where you sow, is so true because I had, I had planted a bunch of seeds a bunch of different places and didn't get any harvest from those places, but I still got the harvest.

26:19It was just from someplace else. I have a saying that, uh, you know, don't, don't pray for God's will to happen in your life and then complain when it happens. Yes. You have to think that sometimes things happen, like your employees leave or whatever, and it's the worst thing in the world. That might have been What everybody's been waiting on this whole time.

26:35Sure. Right. But maybe God didn't create the scenario where those employees are going to leave because you hadn't become the owner of the leadership yet for the good people to show up. Because had the good people shown up before, they wouldn't have stayed because you weren't the leader you needed to be to retain or attract and retain those people. Man, Brandon, thanks so much for being on the podcast.

26:56There is a ton of gold nuggets in there, a lot of wisdom. If you're a struggling shop owner, just have hope and belief because Brandon believes in you. And just like all of ShopFix Academy, that's what I love about ShopFix is our community of people that believe in you and push you further every single time. So keep doing the things that you know to do.

27:20Eventually you are going to reap that harvest. You just don't know what day that's going to be. Last question. Have you ever thought about growing a mustache? No. I mean, firefighter, you should. I think you should. Just think, consider it. Just consider it. That's a different podcast. No, I don't do the— All right. I don't do the mustache podcast. I'll start that podcast.

27:38That's cool. That's good. That's all I needed.