A (2:53)

Fun to break it down across several of our portfolio companies too. But. But just generally, it's kind of fun because it. It. I. I was like, I came across this this morning, and I've had multiple conversations with people about it already. It just kind of came up, and I wanted to see what your thoughts. So basically, task versus purpose. What are your thoughts?

B (3:16)

Yeah, I mean, and this concept, by the way, has a name. Are you familiar with Jevons Paradox?

A (3:21)

I am not.

B (3:22)

So Jevons Paradox basically states that as something becomes cheaper, demand goes up, not down. And so that's kind of what's happening right now with, you know, with AI. And, like, that sounds obvious, I was gonna say.

A (3:39)

That doesn't sound like much of a paradox, though. It's like.

B (3:42)

Yeah, but it's. It's this idea that, like, well, it's. As technology makes a process more efficient, it's. We don't use it less, we use it more. Right? Like, that's the idea. So going back to the radiology example, right? So AI has made radiology more efficient. So it's like, oh, we don't need radiologists anymore more. It's like, no, no, no. Because radiology is now more efficient. People are getting more scans. Therefore, we actually need more radiologists, not less. And this was discovered the. The dude Devin who discovered this. This goes back to, like, the 1860s, when they were first making trains, like locomotives, more efficient. And everybody's freaking out because they're like, oh, no, we. If we make these two efficient, if. If the steam engine becomes too efficient, people aren't going to be using coal, and all these coal miners are going to be out of business. Well, the exact opposite turned out to be true, which is that as the steam engine became more efficient, train usage exploded and so did the need for coal. The key is you want to make sure you're on the right side of this equation. And that's kind of what we're talking about, because there definitely are people who are losers in Jevons Paradox, right? I mean, so because there are people. And lately, if we think about the AI boom, like, there are absolutely people who like technical writers. For example, I have a neighbor who, his job was technical writer. He worked for a technical company. They produced manuals that would go out and he would have to, you know, write technical manuals. For people to read. He absolutely was laid off because AI could do his job, because he performed a task. Right. He didn't have like an end purpose. And so I do think that that's the important question to, to, to ask. Like, I love, I love this discussion because it's just that. But I mean, I just wanted to kind of pause and acknowledge. Like most people, if you listen to most economists out there, they're, they're saying that like, oh, the sky is falling. AI is going to steal everybody's jobs. And just know that historically speaking, the, the exact opposite has, has been true. It's true for radiology, it's probably going to be true for software engineers. It's probably going to be true for attorneys. People are saying, oh, attorneys are all going to be out of business. Like, nope, like all these things. But making sure that you're on the right side of that I think is really important. So anyway, that. Want to throw that out there?

A (6:09)

Yeah, no, that, I think that's a perfect, that's a perfect fit for it. I think that the interesting thing is we were talking about this morning, someone ask on our, our coaching call about businesses. They said, you know, what, what was the question was like, what was the what what did I think about this affecting businesses, right? Like, as far as, like in, in terms of when you're negotiating to acquire a business, when you own a business, when you're talking to somebody about a consulting for equity deal or something like that. And to me it's a really good opportunity in negotiating to say, look, right now there's a lot of businesses that are going to have. The stat that I saw most recently was like the bottom 30% of jobs that are task oriented are going to be eaten by AI. And you see it happening across the board in lots and lots of different businesses, your tech writer friend included. And if, if the thing that you're doing. What I liked about what Huang said was like, I like the task purpose thing because the task he even said, he said like part of, he said I do a lot of typing in my job and, and I would like to not do so much typing. But typing is a task. Typing isn't the purpose of what I'm doing. I'm typing because that gets me to communicate with the people that help run Nvidia. And, and if I don't have to type as much, then that's great because I'm, I'm not going to be out anything. But it allows me to actually become more efficient and spend more time accomplishing the purpose that I want. So. So, you know, I kind of like how it ties ideologically to the Jevons paradox thing, but I think it's. I think it's different in that we're thinking about like it's actually breaking down the things that we do to a. By saying what's the outcome that we're looking for? Not what's the method of getting there? And that if AI is increasing our ability to get there maybe faster because it's shortening the time for us to do that, that's cool. But even with like waiting tables, if we have a electronic AI ordering service and we have a robotic food delivery service, those are tasks that the waiter might do. I'd be concerned if I was a busser, but did I lose you? It reset. Okay. The. But the waiter's job is to ensure that the people who are dining have a good experience and, and that that doesn't change and that if they're able to place their order faster and get it in and their food is able to come out and their waters are able to be real refilled and all those things faster, that's cool. But that's different than the actual. Let me ensure that your experience here at this restaurant, having this meal is good. And, and I think that's really a good way to look at it because I look at how we use AI increasingly in what we do at scalable and at digital marketer and other businesses that, that are in our portfolio of companies. And I don't really see it like, I see it making things happen differently. Like we're, we're. We feel now that we probably shouldn't sell courses because everybody feels they can get courses. Although the course experience delivered by AI is inferior to the quality of the course experience that a tailored, crafted, experientially based course creator can make. The market doesn't necessarily know that. So we're like, okay, well, let's figure out how can we get this for you faster. Maybe let's do done with you instead of you do it yourself. Let's not teach you how to do it because you can ostensibly figure that out from, you know, AI. But, but if we're doing it with you with the guided hand of a mentor or, you know, who is. Who has been there and done that, then it's going to be different. That's a superior outcome that I just, I like that. That look at it.

B (10:46)

Yeah. I think a good way to, maybe a good question to ask is, you know, is my work qualitative or quantitative? And I mean that like, literally, like, can I count the output of my work? I mean, because if you think about it, like, if, if you are a technical writer and you can literally count the number of pages that you wrote in a given day, that might be a, a problem, right? And if you're expected to count to, to produce X number of pages or X number of words, that's problematic. I love the comparison of, you know, a waiter versus versus a busboy. Right? A waiter, yeah. They're going to have a certain number of tables that they're going to be given, but at the end of their shift, it's not. They're not judged by how many tables did you serve at the end. It's what was the satisfaction, you know, how much maybe did you generate in tips? Which that's going to be a function again of satisfaction of how effectively did you sell and upsell. Whereas for the bus, you know, busboys and girls and that staff, then it really is how quickly were you able to clean up the tables? So you could imagine one of them being automated and another not automated. If we think about coding, right, if you're doing a code review and it's just, I need to debug now. It's just, well, how many lines were you able to debug today that can be counted? Whereas if we're trying to architect and solve for a particular problem, then it's just, what was the quality? Did you solve the problem or not? Right? You can't really count the quality that a problem was solved. And so as long as there are still qualitative things that need to be done, then that's the thing that people are going to continue to pay for. And as long as technology is going to make it easier to do those quantitative things, I think it's only going to increase the need and the desire for the quantitative. You just want to make sure that the positioning. And I do think that you mentioned the courses. I think that this was maybe one of the problems that specifically like digital marketer got into in the course business, like getting very, very specific. There is that it was. We're going to certify you in this. So before you won't be certified in and afterwards, like you will be, you know, certified in it. It was this kind of very binary sort of thing that could kind of be counted. And it wasn't necessarily a qualitative experience that people were really looking to have. It was just a box that they were looking to check if we're, if we're being honest about kind of where it, where it, it ended up, not necessarily where, you know, where it began. And that's why there needed to be some changes there.

A (13:33)

Yeah, I like that. The, the other thing that I think is, is important is that people want a throat to choke if things don't go well. They want accountability. So if I was thinking about it, like with remote car driven cars, right, that the big thing is, well, the car that has no driver makes an illegal turn and runs over a pedestrian that's crossing the street, who's liable? You know, who, who do we, who do we go get for that? Do we go after the programmer? Is there any one programmer that you could possibly identify? Do we find a sacrificial lamb? Do you go to Elon Musk and say, hey, you know, you're the kind of the head at the top of this thing, so you're gonna, you're gonna be liable for this, you know, which none of that would be fair. So I think that's the other thing is, and if the meal didn't go well and everything was automated, I guess the restaurant pays the price with a bad review. And then the owner of the restaurant gets mad at the automation companies. You know, it's like, it's so, so I do think that, that, that will be an interesting thing to see how that evolves.

B (14:42)

But so much of this is positioning, right? And this is where I think kind of where, where we're going with this conversation is how are you, when you're, when you're describing your business and the value that you deliver, are you describing it in quantitative terms? Like, is it just, yeah, when you're done, you know, you're going to have this, have this thing. Because if, if it sounds like that, then people may very well be thinking, well, I can just get AI to do that. And an example, like something I've heard Rory Sutherland talk about, who's really famous, like Ogilvy Adman, he gives the example of the doorman in New York City, right? And if you think about like quantitatively, what does a doorman do? They open and close the door when people walk up to it. And so if you're going to define the value of a doorman as just being somebody who opens and closes the door, well, we can automate that, right? We've known how to automate that for years. You walk up to a door and there's a thing that'll open and close it. But if you're going to say, no, no, we want a friendly face to welcome us, somebody who knows our name, also somebody who knows who belongs and who doesn't belong. So that if somebody doesn't belong, they can be like, hey, are you supposed to be here right now to kind of keep the riff raff out and going to what you said, if somebody gets into the lobby who's not supposed to be there, now we know who to blame. And so much of this is just we want to make sure that we know that somebody else is on the hook for this, for this type of stuff. So beginning to describe yourself not as I open and close doors, but as I'm creating an overall, you know, elevated experience for all the tenants in this building. Whatever that is for your business is where you need to end up.

A (16:23)

Yeah. And so I want to kind of talk about it more specifically with some of the portfolio companies, but I want to kind of start with the concept or the idea of in kind of how you're going to look at the valuation of your business and when you're negotiating to acquire or sell, how does this impact that? And I think what it does is it says number one, whatever part of your business is task oriented, that is not going to be a differentiator for you. That's going to be everybody's got the same tools, everybody's got it priced the same. It's a race to zero. The more your business is value prop is slanted towards task. The more at risk you are and the faster you should think about the possibility of switching to purpose. And so if you look at the market of businesses that are out there for, from a valuation standpoint, if somebody wants to sell their business now what we can do is say, look, the challenge is, is that what you're doing right now and I'm going to use taxes because that's one of our portfolio companies. Right. We have a tax prep company. But we know that tax prep is being increasingly automated. It was offshored and now it's being, you know, heavily automated and rpa, robotic process automation. So the more that we are fillers of forms, the less valuable we are. You can even go to, you know, chat GPT and upload your tax return and say, you know, tell me, you know, tell me how I should fill this out. But what is more interesting is how do I comply with the law to not be liable or criminally, you know, civilly or criminally for not doing the tax thing correctly. And at the same time how do I save money, which helps me to preserve wealth. And so instead of thinking of ourselves as a Tax preparation firm. We think of ourselves as a wealth preserving strategy firm. And our business has really been significantly changed by going in and having, we've spent hundreds of thousands of dollars to automate so many of the tasks which can now allow us to, to complete far more tax returns. But we're not competing against the offshoring that's happening in India and other places like that. We're not competing against AI filling out forms. We are now experience experientially taking people who we were doing that for and saying, hey, let's look at the whole of your wealth and how does the tax that you're doing apply to that and what are the outcomes that you're looking for and outside of tax and how can we design your tax strategy to get you to the places that you want to get faster? And then that becomes much, much more of an, you know, of a non task experience. It's more purpose focused. And so when we're looking to acquire firms now, because we're, we're actively acquiring, right, we say, look, I get that you, you know, Your firm did $3 million last year, but 75% of that was tax prep work and the value of that work is going to zero. So when I look at your pro formas, you have to tell me with 75% at a easily replicable thing and AI eating that fast, three years from now, you know, what have I bought? So the value of your company is lower now for buying purposes, that's great because we'll be able to buy that company significantly lower. And then we know from a value standpoint we'll be able to add value to transform it from tax prep to wealth preservation. And that gets kind of exciting on both ends. So if you're a buyer, you know, devalue the businesses by making them aware that you know what's going on. If you're a seller, protect yourself by fixing the things that are task oriented now to be more outcome oriented. And then let's talk about that across several different kinds of businesses. Does that make sense? Yeah.

B (20:47)

And I, and I think that's what you just said is incredibly important. It's important from evaluation, like an enterprise value perspective. It's also important that you make this clear when marketing your business to your customers and clients. Because whether you realize it or not, and whether they realize it or not, this is the calculation that everybody's making right now. And so there's a pause that's taking place and people are saying like, do I need to do this or could AI do this. That is the question floating around in the back of everybody's mind. And so if you cannot, if you cannot differentiate yourself in a qualitative way from AI, then you just gotta know that there's going to be that pause. And when somebody pauses from a purchase decision, they rarely come back later and say, okay, I think I am going to do that thing. That pause usually equals no.

A (21:37)

Yeah, yeah. And, and then let's, let's look at if I'm SaaS, I'm terrified right now because as especially the simpler SaaS thing that I am, the more I'm terrified. The, you know, a great example is, I think it was a one person coder that, that did the headshots thing where you basically up, you know, upload a picture of you, you know, out in the, you know, woods or something like that, and then it like cleans it up and you've got a, you know, suit and tie headshot, you know, that you can use on your resume. But in our businesses we have for, for our business of acquiring companies, we built an entire acquisition software that goes and finds companies to buy, you know, checks them against industry averages, sends out, you know, contact information, follows up automatically with voice, allows you to have mock conversations with different seller personalities, drafts the loi, analyzes the, you know, financials and you know, prepares the NDAs, does the whole thing. And that took us about three weeks. Our, our scalable AI, which we're in the middle of debugging right now, took about, let's be fair and say all said and done, it's going to be six to eight weeks in of taking everything that we would, that previously if I, if I kind of use a rough analog, we spent a couple million dollars to develop something that ended up just okay because the communications between you as the, you and Richard as the designers and the programmers as the implementers was incredibly inefficient. And we were able to do it in a few weeks now and, and then in Digital Marketer or I'm not sure which company it sits in, so you can help here. But the, the virtual agents that are the virtual employees that Richard created, like all that was created by you, me, Richard, you know, or some combination of us and maybe one or two members of our team, none of whom were programmers and, and is so much better because the purpose was the focus because we knew as the people that live and breathe and had been in the trenches for years, we knew what was needed and a coder couldn't possibly get that. And we could never, without Sitting there doing it with them side by side as they were, you know, typing in the code, we would never have been able to create that. And now that happens so fast that, that like, that's a really great example to me of what we're talking about here.

B (24:16)

Yeah. And now where I think that's going to go just, just for what it's worth is I, I think now that more companies can go out there and build software tools like that, I think more companies are actually going to have in house development teams because they're going to want these developers to actually like kind of clean up and get that last 10% done. But yeah, what that's going to mean is that just software and software by itself is going to start to feel more like a task. And so what can you then attach to it to make it feel more like this purposeful experience? So by and large we're not just selling software all by itself. We're selling software that is wrapped around a greater service that is designed to deliver an end result. So it is, it is, it is software enabled services that, that's kind of the purpose because we know that if it's just software, it's probably going to be commoditized.

A (25:10)

Yeah, exactly. And then if we move over to Mango Automotive. Right, so auto repair, the task of just fixing the car or diagnosing what's wrong with the car, I mean that's, that's increasingly being AI IFIed as well. What would you say would be some changes that would, or a perspective to look more outcome based there?

B (25:39)

My gosh. I mean I would still think that when it comes to cars, which for most people is the second biggest investment they will ever make next to their home, you still want a degree of certainty. And so now what it becomes is if people are using AI to do some self diagnosis, it's come over here, you know, get a second opinion and let us kind of like love on your baby a little bit. And so it now it becomes, I don't want to say like a health spa for a car but, but I do think about it, you know, a little bit more like let's help us, you know, you know, take, help, take your car to the, to the next level. Like yep, fix, fix the issues that you have. But also what can we do to make it run even better than it's running today? That's just, you know, what's popping top of mind.

A (26:31)

I, I like it a lot. I, because I think what it leads to is what is the purpose of the vehicle the vehicle is supposed to be ready to transport you from where you are to where you want to be at any time. So to me, the, at any time you lean into is uptime. What we're selling is uptime. And that would then lead to me to be much more experiential. That instead of you go in and you get no service, you know, you wait around and hope that the, you know, grease laden guys are going to come out and pay attention to you. All of that customer experience can be AI fied and much better and it is becoming that in ours and, and then it's okay. Well, how do I get the uptime? Well, one of the things that would be really easy in addition to we're using AI to diagnose, we're, you know, using robotics to fix that kind of stuff. You know, that's great. But what I know that AI can't know is that you want to go from here to there. So let's get you a replacement car. Let's, let's have actual nice loaner cars. Let's not do what increasingly, you know, what auto dealerships are doing increasingly is they're not doing loaner cars. They're getting you a lift, a slimy, gross car that somebody else has with this, you know, with a terrible service ethic and no brand extension and no, nobody that's in a lift cares about the brand of your Range Rover dealership.

B (28:00)

Right. And I would pay so much more for that and so would lots of other people. I mean it really, it's, it's, it's absolutely ridiculous that, that they're not able to make this work. And in many cases I have paid for that level of service and they still can't freaking offer it.

A (28:16)

Yeah.

B (28:16)

You know, and so you know who's.

A (28:17)

Hooking you up from your thing is your driver. Right?

B (28:20)

Yeah, exactly. Yeah, I think, I think, yeah, that's a perfect point. If you can, if you can actually make that promise and deliver on that promise, you would, you would clean up.

A (28:32)

So I think, I think that like it's, again, it goes to experience. So I think really like what we're identifying is that increasingly across all these things and I do want to talk about a couple more of them. It's going to really be important that you know, what is the actual outcome, the end outcome, the benefit that you're selling and how do you increase the ability to deliver on that and up level the experience and the companies that are able to do those two things are going to win and the ones that Aren't, are going to get eaten because, you know, it's actually really great for the consumer because those other people are going to go away and the people that are delivering the better experience and the better outcome are going to win.

B (29:13)

Yeah. And I think a good way to maybe look at this, sometimes it's easier to invert it. Ask about your model. If I was going to deliver horribly bad service to my customer or client by just not caring, like I'm going to do the job, but I'm going to make it clear, like everybody's going to know that I just don't fricking care. And so I'm not really going to talk to him. I'm just going to go through the motions and be as task oriented as possible. Check the boxes and be like, here you freaking go. What would that look like? Like, imagine what that would be. So I mean, imagine if you went into a restaurant and you know, you just walk in and you know, you get in and it's like, you know, table for two and they're like, go sit over there, right? And then somebody comes and they just slap some menus on the table, right? What do you want? Take your order and they walk away and they don't ever talk to you again and they just bring you the food and they don't say anything, Right. I mean, if you just break down, what would an utterly careless, not, not careless from like a lot of mistakes, you just don't care at all. What would it look like if you just broke it down to the tasks and know that if that's kind of all you're doing, if that represents a significant chunk of your deliverables, it's soulless and it will be replaced and it's not going to be appreciated at the next level.

A (30:37)

And what would be perfect? What would be perfect here would be our customer experience. Elevator is like, what is the, what is a five star experience? What's a ten star experience? What's the three star, one star experience? And that shows you, inversion shows you how to not have the one to three star experience. And if you guys are looking for that, read the one to three star reviews about people that are in your business or your own business. And then what is the five star? This is as good as it can be right now and maybe benchmark that out there and say, who's the gold standard for five star right now? And then how do you double that? And then you go back and say, okay, well if I probably can't do that because that's Too expensive or too labor intensive or whatever. But what bits of it can I get? And then you're going to end up with something that is significantly better than what you've got. And probably best to breed in the market and your customers are going to be aware of that. But that, it's really funny because some of you guys might not know. One of, one of my sons works at a Range Rover dealership and he's worked at a few of them and they, he's like, I can't believe that at a place like that that one of the ones he worked at was putting people in lifts. And he's like, I, I won't write on the lift. You know, and, and I think that's it is, is that, you know, let's call it the liftification. You know, it's, it's just outsourcing your customer service and your brand quality to other people. If you're doing that, you're absolutely insane. And if you're not thinking about how do I get these people what they want? What we identified for cars was maybe it's uptime. Then focus on that, that becomes the new North Star. And then that changes how you look at everything because then how far back from what we talked about as our end outcome there is the entry into the building to, to take the order of what's wrong with your car. Right. It's like they don't care what's wrong with their car. They care that they can't use it right now to have it do what they want.

B (32:39)

Right, Right.

A (32:39)

And so let's, let's take this to the, to professional services. So prime corporate services does LLC and corporate formation for people. That's something that's done by tons of people. What is the actual asset there? What we sell Again, what we sell there is not. We're going to fill out your forms and documents. We, we sell risk management.

B (33:04)

Right.

A (33:05)

How do you protect yourself from claims and again optimize for taxes and financial and all that kind of stuff. So we're really, we're not selling the filing, we're selling the corporate veil as much as anything and yeah, selling peace.

B (33:19)

Of mind in a box.

A (33:20)

Exactly.

B (33:21)

Yeah.

A (33:22)

How about real estate? Real estate brokerage? We've got big block realty and lpt. What, what do you think the differentiator there is versus the task?

B (33:39)

I think a lot of it's going to depend on what level of real estate you're selling.

A (33:42)

Right.

B (33:42)

Are you selling to first time home buyers versus kind of, you know, luxury home buyers? But I think if you're selling more to like to luxury home buyers, then, then what it may very well be is they want a luxury experience throughout. Right. And so are they, are they being treated like, you know, are they getting that luxury experience so that when they go, you know, go to the showings, like the homes are actually available and they're open and it's just them, like it's a private tour. You take them around through a bunch of open houses. Right. So when you go and see these houses, it's going to be just you experiencing them in their best possible way. So now they're going to go ahead or they might have a person on their team that goes ahead to make sure that the home is actually open. I know that's what my real estate guy did for me the last time.

A (34:29)

That we went to look at houses. Do you know that approximately 70% of the agents that we made appointments with never even showed up?

B (34:38)

That's, that's exactly the point. Yeah. And so what, what my real estate guy would do is he had a person on his team who went ahead of time to make sure that the agent was there and if he wasn't, they'd call back and we'd go to a different one and they just call around to make sure that, that it was. Because if it's luxury, then people don't want to feel like they're wasting their time in their day.

A (34:58)

Yeah, I don't want to waste my time.

B (35:03)

Exactly. If it's first time home buyers, then I think a lot of it gets to am I getting a good deal and are you educating me on the process? Right. And so I think a lot of it's just we're going to make sure that when you, when you buy your first home, you know, you've got the best deal that you possibly could and you're going to fully understand the process. Because this asset that you're buying, this is the, the, you know, most valuable asset that you'll probably ever purchase.

A (35:25)

Yeah, yeah. So kind of thinking about, you know, how do you challenge yourself? This week Ryan and I were kind of riffing on it and we're thinking maybe the challenge for this week would be that you look at your PNL and you get a red pen and a green pen or you know, if you're on a computer, red highlighter and green and in red, those are the things that are the revenue that's going to zero the things that are tasks. So make all of the tasks that you do if you're Breaking this down. And if you have, you know, something that's less specific on your P and L, then I'd say maybe break down the service that you deliver into the components parts and say these are all of the things or the steps for us to deliver whatever value we deliver to a customer. And then the tasks are red. The purpose or the benefits are the green. Those are the revenue going to infinity. The tasks in red are the opportunities are going to zero. And if you can figure out what is the ratio, what's your task to purpose ratio that you probably want to figure out, how do you turn that into 70% plus that is green and 30% or so that's red. Because you're never going to be able to eliminate the tasks. The tasks are part of what makes up what you do. But you know that those are the things that you need to taskify and the green things are the things you need to proposify. And, and that's kind of a way to, to get yourself into a much safer position for surviving the AI meltdown that's going to happen to so many businesses over the next, really over the next three years and, and make yours one that that will actually thrive.

B (37:12)

What do you think about that?

A (37:14)

You can plus that I'm sure.

B (37:15)

Yeah, no, I mean I think that's, I think that's a great idea. And also what we were talking about before of looking at your thinking about the customer experience and what you deliver, um, and mapping out what is a one star experience. So just documenting what would be a true one star experience. And it's going to look like largely only doing those task based things. So having very little of that experiential. So what is it if you're pretty much just doing the red lines and then mapping what would a 10 star, if we're going over the top, something that you probably can't, we're doing like Disney Imagineering type stuff here. And then honestly evaluate where do you fall right now on that spectrum? Right. Are you closer to a five star? Are you closer to a three star? Are you. And where we want to try to land is as close to a seven star as possible. That's kind of what Roland talks about when he talks about the seven star experience, the customer experience elevator. How can we get there? 10 is probably unachievable, but can we get above a 5? Because that's when you become the gold standard in the industry and what it looks like is not adding more tasks. Now I'm going to do more of these things for You. But I'm going to elevate the overall purpose and outcomes that we're, that we're delivering.

A (38:32)

And look at your, you know, look, take an honest look at your Google reviews and see what, what does the world think of you? We just crossed 10,000 reviews at prime with a 4.9. That is not easy to do. 10,000 reviews is not easy to do. But 4.9 on Google with the brutality of, you know, people that never even tried your service giving you one stars because they, they're like, it looks too expensive. One star. That's not fair. You know that. That's something for you to think about, right?

B (39:00)

Yeah, I mean, I, I just. This is where I just want to go back to something that, that we talked about earlier. Whether you, whether you believe that, that the AI Ification thing is impacting you right now, I can promise you it is. Because the question in everybody's mind is, could I just get AI to do this? And even if the answer is no, even if you believe in your heart of hearts, there is no way right now, today that AI could do what I'm doing. You may be right, but it doesn't mean that they're not going to try. And if they try, that means you lost a sale. And so how can you so thoroughly position yourself such that it's never even a question in their mind? That needs to be the game that we're playing today. Because I know that we've had some businesses last year that I don't think we did a good enough job with that. And I think that they lost because of that. And so that's certainly going to be our mission as we go into this year.

A (39:56)

Yeah. And I'll leave you guys with the other thing I read this morning was Elon Musk saying it's what. Do you remember the name of his robot project, like Roscoe or something, as Optimus the Robot? He said that. He said for. For the robot thing. And I forget what the other thing was. It's going to be a long, long time before it's good. So before you've got some robot able to take over, the experience for you is going to be a long, long time. You heard from the guy that's going to do it most likely faster than anybody else. So there's a long window for us all on this. There's a very, very short window that is closing fast on your fingers if you're task oriented. So you guys get off the tasks, run our red green exercise. Let us know what you thought. Hope that you guys enjoyed it. And we'll see you next time on Business Lunch. Hey, business owners, I've got a quick question for you. Do you feel like you're missing the.

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