WEBVTT

1
00:00:00.000 --> 00:00:06.960
this was definitely like definitely a bottleneck in my growth. Welcome to the game where we talk about

2
00:00:06.960 --> 00:00:10.000
how to get more customers, how to make more per customer, and how to keep them longer,

3
00:00:10.000 --> 00:00:13.760
and the many failures and lessons we have learned along the way. I hope you enjoy and subscribe.

4
00:00:14.480 --> 00:00:19.360
What's going everyone? Happy Saturday. Hope you are rocking and rolling on this beautiful day.

5
00:00:19.360 --> 00:00:26.320
I wanted to talk about a topic that I have recently brought up with a couple of entrepreneurs

6
00:00:26.320 --> 00:00:31.840
that I've been on the phone with who are trying to scale or trying to get to you know from the

7
00:00:31.840 --> 00:00:36.880
you know the three million to the ten million dollar range. But I figured that you even if you're

8
00:00:36.880 --> 00:00:41.280
not at that range that you might want to hear what it is. And I think it's one of the things that

9
00:00:41.280 --> 00:00:47.360
took me a really long time to get over. And as soon as I broke through this, this was definitely

10
00:00:47.360 --> 00:00:54.560
like definitely a bottleneck in my growth. Okay. And what it was was understanding what is good

11
00:00:54.560 --> 00:00:59.840
enough. All right now I've probably made a zillion podcasts on having low tolerance and you know

12
00:00:59.840 --> 00:01:06.240
the the excellence of the team will fall to not their expectations but the level of their training

13
00:01:07.200 --> 00:01:11.200
and culture and high performance and all those things. And you actually do need to maintain that.

14
00:01:11.840 --> 00:01:17.520
But when it comes to growth, I think that there are also certain realities that you have to face.

15
00:01:17.520 --> 00:01:24.480
Right. If you're in a service-based business and if you service you know it depends on your

16
00:01:24.480 --> 00:01:27.680
type of customer. So let me give you a couple examples to make kind of drive this point home.

17
00:01:28.720 --> 00:01:35.760
Shopify and Spotify, right. Those companies have, believe it or not, pretty high-chirn.

18
00:01:36.720 --> 00:01:41.680
Like Spotify I think, you know like don't like don't quote me but I'm pretty sure they have like

19
00:01:41.680 --> 00:01:49.120
15% monthly churn which is like ridiculously high, right? Super high. But there's still a wildly

20
00:01:49.120 --> 00:01:53.680
successful company super profitable and growing in a you know super multi-billion dollar company.

21
00:01:53.680 --> 00:02:01.360
And Spotify, the free music app that has a paid version, also has similar type stats. I mean

22
00:02:01.360 --> 00:02:05.840
they lose a you know tremendous amount of customers every year but they're still wildly successful.

23
00:02:05.840 --> 00:02:10.720
And so I think there's a couple of things that we can take from that in terms of when we're

24
00:02:10.720 --> 00:02:16.480
looking at our own growth. And so I fill into this trap at multiple different times and different

25
00:02:16.480 --> 00:02:22.320
businesses. One servicing weight loss customers and second obviously serving small businesses

26
00:02:22.480 --> 00:02:28.640
and gyms is that at some point you have to accept, especially if you're in a service-based

27
00:02:28.640 --> 00:02:34.240
business, that there's going to be an acceptable level of churn, right? And churn can happen for

28
00:02:34.240 --> 00:02:38.160
a variety of reasons, right? If you're in a in a small business environment, there's a certain

29
00:02:38.160 --> 00:02:42.320
percentage of businesses that go out of business every month, right? There's also new businesses

30
00:02:42.320 --> 00:02:46.800
that start every month. And that's that's just normal churn. It's kind of like unemployment can

31
00:02:46.800 --> 00:02:50.960
never get to zero, right? Because there's always a certain amount of people who are between jobs and

32
00:02:50.960 --> 00:02:56.480
looking. And I think to the same degree it works that way in business. And so the bottleneck in

33
00:02:56.480 --> 00:03:05.920
the trap that I fell into was not pushing on the gas soon enough because I kept obsessing about

34
00:03:07.680 --> 00:03:13.200
churn numbers, right? And you guys know a lot that I obsess about churn. But there is a point

35
00:03:13.200 --> 00:03:19.600
where the returns are so diminimous as in they're the diminishing return that continue to decrease

36
00:03:19.600 --> 00:03:24.240
in terms of the amount of effort that you put in that it makes more sense allocating that

37
00:03:24.240 --> 00:03:32.160
same level of focus and attention to growth, right? And so an easy example of this, and this is

38
00:03:32.160 --> 00:03:36.880
probably one of the big takeaways that I can give you right now, is that if you don't have

39
00:03:38.000 --> 00:03:46.640
a spreadsheet where you can make projections based on current numbers, then you are wildly lost,

40
00:03:46.640 --> 00:03:52.400
right? And so every big business that I have built has been built on an Excel sheet,

41
00:03:52.400 --> 00:03:57.840
and I did it by moving the numbers into what I believe were acceptable numbers, right? And so

42
00:03:57.840 --> 00:04:03.760
for example, if you have a service business getting for like, I'll just say small business owners,

43
00:04:03.760 --> 00:04:12.000
right? In a service space, getting below 10% churn is extremely difficult, right? And at a certain

44
00:04:12.000 --> 00:04:16.800
point, the amount of effort and level of attention that you're putting to that far out ways,

45
00:04:16.800 --> 00:04:22.320
if you just put that same attention and effort towards doubling your front end volume, right?

46
00:04:22.320 --> 00:04:28.240
And you can see it on a graph really simply that, and I just, I went through this exercise with two

47
00:04:28.240 --> 00:04:33.120
of my directors, and it was very eye-opening, which is why I'm making this podcast, all right? We

48
00:04:33.120 --> 00:04:37.600
had goals, and still do have goals obviously for GLX, which is our new performance division, right?

49
00:04:37.920 --> 00:04:42.320
It's growing like crazy right now, but they put some really big goals of where they wanted to hit,

50
00:04:42.960 --> 00:04:51.920
and I walked them through the sheet and the projections, and it became clear after moving the

51
00:04:51.920 --> 00:04:57.360
knobs, right? And so here are the knobs that we were moving in growth, and this is where you're

52
00:04:57.360 --> 00:05:03.120
probably putting your attention, right? First is, what am I charging up front? What is my cash

53
00:05:03.120 --> 00:05:07.360
up front in acquisition, right? What am I making the first 30 days? It's number one.

54
00:05:07.920 --> 00:05:12.960
Number two is, what is my price for my ongoing service, right? Because typically there's

55
00:05:12.960 --> 00:05:17.760
going to be some sort of front end and some sort of back end, right? Third, what is my conversion

56
00:05:17.760 --> 00:05:24.240
from front end to back end, all right? Fourth, what is my churn on my back end service, right?

57
00:05:25.440 --> 00:05:32.480
And then on the top side, how many leads are coming in, how many are getting scheduled,

58
00:05:32.480 --> 00:05:36.080
how many are showing, and how many are we closing, right? And so if you think about that from

59
00:05:36.080 --> 00:05:40.080
the top down, I kind of went backwards and forwards, but if you go, we've got this many leads,

60
00:05:40.080 --> 00:05:43.760
this many schedule, this many shows, this many that are closing, of the ones that are closing,

61
00:05:43.760 --> 00:05:47.760
how much is the cash up front, of the ones that are cash up front, how many converts to the back end,

62
00:05:47.760 --> 00:05:52.000
what is my price on my back end, and what is my churn on my back end over time, right? Now,

63
00:05:52.000 --> 00:05:55.200
when you put all of those into it, now it sounds like a lot of numbers, but it's not really,

64
00:05:55.200 --> 00:06:00.560
it's literally just a vertical chart that you put on an excel sheet, you can extrapolate out

65
00:06:01.360 --> 00:06:05.200
what you're going to be at at month one, at month two, at month three, at month four, because

66
00:06:05.200 --> 00:06:10.080
you're also going to account for churn in that projection, right? And what I would encourage you

67
00:06:10.080 --> 00:06:15.440
to do is not, not like make those projections on your current numbers, all right? This is like,

68
00:06:15.440 --> 00:06:20.080
this is the biggest thing, and I've had so many people come back in our company, and laylies to

69
00:06:20.080 --> 00:06:25.360
joke about how accurate our projections were, like she's like, I don't know how you fucking get

70
00:06:25.440 --> 00:06:30.240
this to, you know, guess this stuff. It's like, if you just take all of their variables into account,

71
00:06:30.240 --> 00:06:34.880
and then you just put on the variable sheet, what is, not what you want it to be, or what you

72
00:06:34.880 --> 00:06:39.920
hope it to be, or what it was that one best week, but what it is, right? And the longer the data

73
00:06:39.920 --> 00:06:44.640
that you can pull from to make those extrapolations, what I mean by that is if, look at your,

74
00:06:44.640 --> 00:06:48.560
don't look at your clothes right last week, look at your clothes right over the last six months,

75
00:06:48.560 --> 00:06:51.760
right? Don't look at how many leads you got last week, look at how many leads you got over the last

76
00:06:51.760 --> 00:06:57.520
six months, right? Like, don't look at, you know what I'm saying here is, take the real data,

77
00:06:57.520 --> 00:07:04.080
and then use that as your baseline, right? And so then what ends up happening is that you can change

78
00:07:04.080 --> 00:07:08.480
each of the knobs, and this is exactly what I did with my directors, I said, let's see what happens if

79
00:07:08.480 --> 00:07:13.440
we take our turn and we cut it in half, all right? Let's see if we get our price and we bump it by

80
00:07:14.000 --> 00:07:20.720
10%. Let's see what happens if we increase our front end by another 10%, right? Now let's see,

81
00:07:21.360 --> 00:07:26.240
I meant front end price, right? Let's see if we bump that by 10%. Now let's see what happens if we

82
00:07:26.240 --> 00:07:33.680
increase our appointment volume. Now of these knobs, which of them has the biggest impact in six

83
00:07:33.680 --> 00:07:39.760
months, all right? Second, which of these knobs do we feel that we have the highest degree of certainty

84
00:07:39.760 --> 00:07:45.440
that we can actually do? And after we looked at everything, we came to the, to the conclusion that

85
00:07:45.440 --> 00:07:51.920
we were at an acceptable level of turn, our price points were where we wanted them to be. There's

86
00:07:51.920 --> 00:07:56.320
not that's not too much more that we wanted to do with the pricing. There's maybe we might have

87
00:07:56.320 --> 00:08:00.960
10% raises, nothing huge, right? That we thought that we could get given the amount of value that we

88
00:08:00.960 --> 00:08:06.800
were providing. But the one that seemed to be the most untapped was believe it or not our

89
00:08:06.800 --> 00:08:10.160
marketing, right? Our marketing right now, we've actually not been spending a tremendous amount of

90
00:08:10.160 --> 00:08:14.160
money, which has been getting a lot of word of mouth and growth from that, which has been awesome.

91
00:08:15.040 --> 00:08:19.840
But we're not spending nearly the amount of tension or money we have in the past, all right? We're

92
00:08:19.840 --> 00:08:24.560
actually spending a third, believe it or not, of the amount of money that we have spent in the past

93
00:08:25.440 --> 00:08:31.760
on marketing. And so we determined as a director team, if we simply just get that number and we go

94
00:08:31.760 --> 00:08:37.360
back to our old volumes, which means we have to hire a few more salespeople, which is fine, that alone

95
00:08:37.360 --> 00:08:41.680
was going to get us to our goal, all right? And so what are we going to do with the remainder of

96
00:08:41.680 --> 00:08:44.560
the things, right? What are we going to do with, you know, churn? What are we going to do with,

97
00:08:45.360 --> 00:08:49.040
you know, the price points that we're going to to hit on the back and what are we going to do with

98
00:08:49.040 --> 00:08:56.000
all those things? Nothing. We're just going to focus on that one number and getting that to improve

99
00:08:56.000 --> 00:09:00.880
because of all of the levers when we looked at the projections, that was the one that six months

100
00:09:00.880 --> 00:09:06.960
from now, because that's where their goal is for January. Six months from now is going to have the

101
00:09:06.960 --> 00:09:13.440
biggest impact on their goal. Real quick guys, you guys already know that I don't run any ads on

102
00:09:13.440 --> 00:09:17.520
this and I don't sell anything. And so the only ask that I can ever have in you guys is that you

103
00:09:17.520 --> 00:09:21.520
help me spread the word so we can have more entrepreneurs, make more money, feed their families,

104
00:09:21.520 --> 00:09:25.840
make better products, and have better experiences for their employees and customers. And the only

105
00:09:25.840 --> 00:09:30.880
way we do that is if you can rate and review and share this podcast. So the single thing that I

106
00:09:30.880 --> 00:09:34.640
asked you to do is you can just leave review, but take 10 seconds or one type of the thug that

107
00:09:34.640 --> 00:09:38.240
means the absolute world to me and more importantly, it may change the world for someone else.

108
00:09:40.880 --> 00:09:46.480
And so right now, if you do not have this, right? And this is why I'm calling this acceptable level

109
00:09:46.480 --> 00:09:53.440
of, you know, good enough or what will you tolerate, right? Is that, oh, for so long, there's a

110
00:09:53.440 --> 00:09:56.880
certain point where you have to look at the model, right? If the model doesn't make sense and there's

111
00:09:56.880 --> 00:10:00.320
too big of a hole in the bucket or there's not enough margin, then you have to fix the model.

112
00:10:00.320 --> 00:10:06.720
And I would say that we've spent the last four and a half months building out this performance

113
00:10:06.720 --> 00:10:12.000
division, right? Building out the model, right? Not just the, not the product that we're selling,

114
00:10:12.000 --> 00:10:16.000
but the actual model around the product, right? Because there's kind of two, for at least for us,

115
00:10:16.000 --> 00:10:21.440
there's two kind of businesses that we have. We have the business that we've built for online

116
00:10:21.440 --> 00:10:26.400
fitness, right? And there's also the built, the business that we build around online fitness so

117
00:10:26.400 --> 00:10:31.440
that we can have our business to support those businesses, right? And so it's two entirely

118
00:10:31.440 --> 00:10:36.880
different businesses that we've had to build over the last four months. And now it's been 16 or

119
00:10:36.880 --> 00:10:41.120
18 weeks since we've, we've really started this performance division and it's grown so much that

120
00:10:41.120 --> 00:10:45.680
now I said, like, after seeing all the numbers and we've tweaked and we've tweaked and we've tweaked,

121
00:10:45.680 --> 00:10:51.120
we're like, okay, now it's ready, right? Now, given these numbers, given these lifetime values,

122
00:10:51.120 --> 00:10:56.480
given these 30 day cash values per customer, it is ready for growth. And so the question is,

123
00:10:56.480 --> 00:11:00.880
when do you get to that and what are the numbers? Honestly, it's a purse, it's, it's not,

124
00:11:00.880 --> 00:11:05.280
I don't even want to say it's a personal opinion. It comes down to what's the profit that you were

125
00:11:05.280 --> 00:11:11.280
making on the customer and then what are your relative costs of acquisition, right? If the,

126
00:11:11.280 --> 00:11:17.520
if the gap between those is too narrow, then you have to keep working on the model, right?

127
00:11:17.520 --> 00:11:22.800
But at one point, you'll get to a point where you're at, you know, four to one, five to one,

128
00:11:22.800 --> 00:11:26.480
in your first 30 days, especially if you're like doing our stuff, if you're in the software world,

129
00:11:26.480 --> 00:11:32.000
it's like trying to get one to one in three months. But for most service-based businesses,

130
00:11:32.000 --> 00:11:36.480
if you can get, you know, four to one, five to one in your first 30 days, then you're prepared for

131
00:11:36.480 --> 00:11:43.520
scale, right? And it's really all, it all becomes about how can I just push more through this machine,

132
00:11:43.520 --> 00:11:48.880
right? And that is all of the bottleneck. And I'm just telling you this because we as entrepreneurs

133
00:11:48.880 --> 00:11:56.160
obsess about improving the little things, right? And that's important to a degree. But at some point,

134
00:11:56.160 --> 00:12:02.160
you have to say, this is good enough, let's put some gas on this thing and let's double our spend,

135
00:12:02.160 --> 00:12:08.800
let's quadruple our spend and then see what breaks, right? And so that is, that is the process that

136
00:12:08.960 --> 00:12:14.880
I just went through. You should see some some big things on our side coming up. We hit some,

137
00:12:14.880 --> 00:12:18.400
we're doing some pretty big goals that we've set. And I think that believe it or not, I think

138
00:12:18.400 --> 00:12:24.080
they're pretty achieved when I think we're going to hit them. But within your team, the big takeaway

139
00:12:24.080 --> 00:12:29.120
from this, this is my single ask for anyone who's watching this, is put each of those numbers on

140
00:12:29.120 --> 00:12:35.360
a vertical sheet and then do month one, month two, month three, month four, month five to six,

141
00:12:35.600 --> 00:12:39.360
and then all the way to month 12 if you want to. All right, I'm doing six months because we change

142
00:12:39.360 --> 00:12:45.600
things quickly, right? And what you can do is just add a column before that, which is current volume,

143
00:12:45.600 --> 00:12:49.840
because otherwise, if you look 24 months out, it's useless, right? A million things are going to change

144
00:12:49.840 --> 00:12:53.600
between now and then. But what you can do is if you always have a six month model, then what you

145
00:12:53.600 --> 00:12:58.400
can do is as things change, you can change your today numbers and then that'll extrapolate out for

146
00:12:58.400 --> 00:13:02.480
the next six months. So if in three months we come back and revisit it, I don't need to look at

147
00:13:02.480 --> 00:13:09.520
12 months. I can just re re type in my current months numbers, which will populate in month zero

148
00:13:09.520 --> 00:13:13.760
and then everything goes off of that. Hopefully that hopefully that makes sense in terms of what I'm

149
00:13:13.760 --> 00:13:18.640
talking about. But if you don't know how to do that, right? If you're like, I don't know how to make

150
00:13:18.640 --> 00:13:22.480
something like that, then that is the skill you need to have because if you don't even understand

151
00:13:22.480 --> 00:13:28.400
the basic math behind what drives the revenue and profit in your business, then you're flying blind.

152
00:13:28.480 --> 00:13:33.120
Right? Like you're like, I want to hit this goal. Well, how? Like how are you going to do it?

153
00:13:33.120 --> 00:13:37.920
Right? And simply walking backwards from the math and then moving each of the levers will give you

154
00:13:37.920 --> 00:13:42.640
so much insight into what are the things that matter and what are the things that don't matter?

155
00:13:42.640 --> 00:13:46.720
All right? And so when you're looking at the knobs that you're turning, the question is,

156
00:13:46.720 --> 00:13:51.680
how big of an impact does it have? And then how likely is it that I can actually achieve this

157
00:13:51.680 --> 00:13:57.360
this delta, right? This change? Do I think that it's reasonable that I would be able to get our sales

158
00:13:57.360 --> 00:14:04.640
team to close twice as many people on the phone, on average? Maybe, maybe, maybe 16 weeks ago,

159
00:14:04.640 --> 00:14:09.840
when we started out selling this new thing, maybe. Now, it's pretty, we're pretty well oiled

160
00:14:09.840 --> 00:14:12.800
in terms of like if someone's sitting on the phone and they're prepared and they have the working

161
00:14:12.800 --> 00:14:18.480
capital to do this, they're probably going to work with us, right? To, to a degree that I, I don't

162
00:14:18.480 --> 00:14:24.080
feel like me exercising more in that direction is likely for us to double, right? Do I feel like

163
00:14:24.080 --> 00:14:28.880
it's reasonable, given, you know, us looking at all the exit interviews and the data that we have

164
00:14:28.880 --> 00:14:32.240
from people who, you know, choose not to stay with us, which, you know, obviously it's part of

165
00:14:32.240 --> 00:14:38.480
business. It happens. Looking at what's coming from that, do I reasonably believe that we can cut

166
00:14:38.480 --> 00:14:43.760
that in half from where we're at now? Four months ago, I was like, actually, four months, we've

167
00:14:43.760 --> 00:14:47.760
actually been pretty good on that side. But point is, is that if we had some major issue there,

168
00:14:47.760 --> 00:14:52.400
then I would say, okay, we need to attack this until we get it to an acceptable level, right? And

169
00:14:52.400 --> 00:14:57.680
then once these pieces are there, do I think that I believe that we could double our spend?

170
00:14:58.400 --> 00:15:04.720
Yeah, I think I can double my spend much more likely than cutting my churn or in half,

171
00:15:04.720 --> 00:15:10.720
or doubling my close rate, or doubling my show rate, right? If you're at 70% show of appointments,

172
00:15:10.720 --> 00:15:17.280
you're not going to get to 140%, all right? And so getting from 70 to 80 might take the same

173
00:15:17.360 --> 00:15:23.680
amount of effort it takes to go from a hundred, you know, new leads to 150 new leads, which would

174
00:15:23.680 --> 00:15:28.720
be a 50% increase in business, which we'd never be able to squeeze out of our close rate or our show

175
00:15:28.720 --> 00:15:35.120
rates, right? And so at some point, you just have to make the call and say, this is good enough,

176
00:15:35.120 --> 00:15:40.240
these metrics work, we just have to do more, right? And a lot of times what you'll find

177
00:15:41.120 --> 00:15:44.400
is that when you make that decision to do more, you'll learn a whole lot more things that we'll

178
00:15:44.400 --> 00:15:54.480
break over time. But doing that, you actually realize absolute profit, rather than like return on

179
00:15:54.480 --> 00:15:58.000
ad spend profit, all right? Because that's what I see a lot of smaller entrepreneurs obsess about,

180
00:15:58.000 --> 00:16:01.200
is like, dude, I'm getting 10 to 1, I'm not willing to, I don't want to, I don't want to drop

181
00:16:01.200 --> 00:16:06.800
below that. It's like, well, I mean, I would rather get, you know, 3 to 1 on a million bucks,

182
00:16:07.360 --> 00:16:12.880
than 10 to 1 on 10,000, right? And so it's just a question of what level game you want to play.

183
00:16:12.960 --> 00:16:18.000
But doing this exercise, extrapolating out off of your current real numbers and looking at each

184
00:16:18.000 --> 00:16:24.080
of the percentages in the variables and saying, if I increase this, how much of an effect will it have,

185
00:16:24.080 --> 00:16:28.560
and then how likely do I think us actually being able to achieve this difference is,

186
00:16:29.280 --> 00:16:34.560
will give you immense clarity into the one or two bottom next you may have, and then you can focus

187
00:16:34.560 --> 00:16:40.800
all of your attention on those and just leave the rest, right? Just say like, I'm, I'm willing to

188
00:16:40.800 --> 00:16:45.680
accept that these are at an acceptable level of turn, of close rate, of show rate, of whatever,

189
00:16:45.680 --> 00:16:50.080
right? And it's the same thing with like funnels, right? Some people love tweaking with stuff all the

190
00:16:50.080 --> 00:16:57.760
time. At a certain point, like, if our funnels converting at, you know, 35%, I'm like, okay, I'm,

191
00:16:57.760 --> 00:17:03.120
I'm good with that. How much effort is it going to take us to get from 35 to 40 or 45? I don't know,

192
00:17:03.120 --> 00:17:07.680
right? But do I, do I think that it's much easier for me to increase my ads than by, by 25% to

193
00:17:07.680 --> 00:17:12.800
just increase that volume? Probably. And so which of these doors is the, is the surest path or

194
00:17:12.800 --> 00:17:17.760
the highest likelihood path of me hitting your goal? And just doing it. And that's pretty much it.

195
00:17:17.760 --> 00:17:25.120
And so this has been a bottleneck for me two or three times in my career. And so I'm, I'm hoping that

196
00:17:25.120 --> 00:17:30.560
if maybe just one of you listens to this and actually takes the, the 25 minutes to just put the

197
00:17:30.560 --> 00:17:34.160
numbers on a sheet and look at what happens over the next six months, given your current volume,

198
00:17:34.960 --> 00:17:39.440
what we found with my directors was at our current volume levels, we weren't going to grow much

199
00:17:39.440 --> 00:17:44.800
more than maybe another 15 to 20% top line. And all of us didn't have that goal. And I was like,

200
00:17:44.800 --> 00:17:49.280
all right, well, which of these things is going to get us to what your goal was? And when we did that,

201
00:17:49.280 --> 00:17:53.760
it became, it became abundantly clear that that what we needed to do was go back to spending more

202
00:17:53.760 --> 00:17:57.360
money on that spend. And that's what we're doing. So I hope that makes sense to you. I hope that

203
00:17:57.360 --> 00:18:02.320
was of value to you and hopefully breaks one person through the bottleneck. Sometimes the easiest

204
00:18:02.480 --> 00:18:06.000
thing to double the business is just double the amount of customers that are coming in the door.

205
00:18:06.000 --> 00:18:10.160
Right. Once you have the other pieces dialed in and you have profit margins and your,

206
00:18:10.160 --> 00:18:14.160
your 30 day cash is good. So you don't have cash flow issues. And the, the, the,

207
00:18:14.160 --> 00:18:18.880
you're at acceptable levels, those close rates, show rate, uh, churn, et cetera. At some point,

208
00:18:18.880 --> 00:18:23.760
you just got to say, all right, we're good enough. Let's put some rocket fuel on this. And so,

209
00:18:24.240 --> 00:18:30.720
I leave you with that this Saturday. I hope you have an amazing day and weekend. And maybe you take

210
00:18:30.720 --> 00:18:35.360
the extra, uh, you know, 10 minutes and, uh, and do that exercise because I guarantee you

211
00:18:35.360 --> 00:18:40.880
that you will make more money, uh, by doing that. And at the very least, have clarity into what

212
00:18:40.880 --> 00:18:45.280
the bottleneck of your business is. Without further ado, have an amazing day.