Ep 116. Work Mullets, Dashcams, and Keeping Your Schedule Sane

Summary

Green Side Up – Episode 116
Work Mullets, Dashcams, and Keeping Your Schedule Sane
March 19, 2026
Hosts: Jason Lee & Jordan Upcavage

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Episode Overview

In this lively episode, Jason Lee and Jordan Upcavage dive into the less glamorous sides of running green industry businesses, spotlighting real-world stories from the field, lessons on customer management (including handling less-than-honest Google reviews), the value of dashcams for jobs and accidents, and how each approaches the near-impossible task of scheduling sanity. The hosts share tactical takeaways for landscaping and tree care businesses, all served up in their signature blend of humor, candidness, and a little entrepreneurial commiseration.

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Key Discussion Points & Insights

1. Laughing in the Face of Negativity: The Google Review Saga

• Notable Story: Jordan recounts a recent incident involving a one-star Google review accusing his company of blocking a road and laughing at a motorist (03:06–10:46). The story showcases how dashcam footage provided the objective truth and was used to professionally counter the false review.
  • Jordan walks step-by-step through how they investigated, responded, and ultimately saw the review voluntarily removed after their transparent approach.
• Tactical Takeaway:
  • Always maintain professionalism when responding to online reviews.
  • Utilize dashcams for evidence in disputes (and mention you can post video proof when appropriate).

“We replied to this Google review and we pulled the GS Track Me dash camera footage... and let her know her story does not align with the information that we have... here’s the link to your GS two-hour dashcam video. And we explain that the laughter you described was as a result of you flicking off our crew and acting irrationally.”
— Jordan (06:00)

2. Dashcams: Your $35/Month Best Friend

• Recurring Theme: Both hosts sing the praises of dashcams (not an ad, just an honest rave), citing how video evidence has protected their companies from blame in accidents and customer claims (12:34–14:44).
  • They use GS Track Me, and tout the flexibility: month-to-month, $35/month per camera, no contract.
  • Jordan emphasizes real-life cases—like interstate accidents—where dashcam footage exonerated his staff immediately to authorities.
• Tactical Takeaway:
  • Equip trucks with dashcams to safeguard against false claims.
  • Make sure you can access footage easily for disputes or insurance purposes.
• Memorable Quote:

“It is the best $35 a month I can spend on my vehicles.”
— Jordan (13:15)

3. “Work Mullet” Culture and Office Banter

• The duo embraces the “work mullet” (business attire from the waist up, casual or no pants beneath for video calls), sharing a humorous story of a customer who coined the phrase (14:46–15:28).
• They also riff on the Florida cold snap and Jordan’s family trip to New York City.
• Memorable Banter (Genuine flavor of hosts’ camaraderie):

“I was gonna be in a work mullet this morning, but when I got out of bed and it was 45 degrees and my office was cold, I'm wearing pants.”
— Jordan (15:28)

4. Scheduling: The Backbone and Bane of Service Business

How Jordan Schedules

• Trigger Event: Client accepts a proposal.
• Scheduling Flow (19:45–26:35):
  • If in-person, sometimes books on the spot; often, clients accept online.
  • Uses SingleOps software and batches jobs based on geography and crew needs.
  • Sends scheduled dates to office staff (Christie), who contacts customers (by email and phone).
  • Internal shorthand tracks types of communication (e.g., “CVM” = Christie voicemail, “CTT” = Christie talk to).
  • Schedules are only “firm” once acknowledged by the customer; persistent follow-up prevents no-show misunderstandings.
• Tactical Note: No built-in mechanism in SingleOps for confirming client acknowledgment of job dates; manual notes and follow-ups required.

"We just labor that on the internal notes. And Christie keeps track of each job that's in the future and make sure that it's Confirmed before we show up or she'll keep hounding them."
— Jordan (25:18)

How Jason Schedules

• For Contracts: New maintenance jobs are added into pre-existing routes; large commercial jobs may be scheduled as their own crews.
  • Adapts route plans weekly depending on staff and route density; avoids yielding to every customer’s ideal day (e.g., “No one gets Friday unless it rains”—34:29).
  • For installs/design-build, gives tentative blocks (e.g., “week of the 23rd”), then tightens the estimate as the date approaches.
  • Discusses evolving handoff from sales to operations as company grows—communication is critical to keep clients and staff in sync (38:12–41:15).
• Challenge: Chasing internal emails—moving toward centralizing all communication and updates in SingleOps for productivity.

“We're trying to streamline that internal communication... as of yesterday, it's like, hey, we got a whole bunch of emails going back and forth... So as of yesterday... it all just lives in SingleOps, then everyone can see it.”
— Jason (50:30)

Shared Scheduling Wisdom

• Try to leave “holes” in the schedule (open slots) to cushion for rain delays or emergencies (45:00–47:05).
• Never book so tightly you can’t absorb disruptions.
• Keep communication lines open for both internal crews and clients; confirm everything.

5. Billing & Close-out

• Jason’s Process:
  • Bills on the first of the month for recurring maintenance jobs.
  • Collects payments as soon as possible and tries to avoid delays in accounts receivable (52:00–53:16).
  • Chases overdue invoices at 30-day, 60-day marks.
• Jordan’s Process:
  • Crew does a job walk-around with client, tries to secure a Google review on the spot.
  • Salesperson follows up with client post-job.
  • Invoices are sent, with QR codes for reviews; payment options include online (fees covered by client), check by mail.
  • Once paid, automated receipt or manual acknowledgement follows.

“The only time we're going to get Google reviews is closing it on the spot. Almost the only time, closing on the spot.”
— Jordan (54:10)

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Notable Quotes & Memorable Moments

Customer Review Drama (Dashcam Story)

• [06:00] “Here’s the link to your GS two-hour dashcam video that shows you… We explain that the laughter you described was as a result of you flicking off our crew and acting irrationally.”
• [13:15] “It is the best $35 a month I can spend on my vehicles.”

Scheduling Philosophy

• [34:29] “We try not to cater to the everyone wants their grass cut on Friday because they want it to look fresh for the weekend. …We don't cut grass on Fridays, so. Sorry, nobody's getting their grass done on Friday.” — Jason
• [45:00] “Even when I'm four weeks out, I give a hard date and I leave slots open. …What I don’t want to do is have a customer scheduled at the beginning of April… and then I got to reschedule them to mid-May and push them by five weeks. …So I try to leave one crew per day unscheduled for the rain delay.” — Jordan

Crew & Client Enablement

• [54:10] “The only time we're going to get Google reviews is closing it on the spot. Almost the only time, closing on the spot.” — Jordan

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Timestamps for Key Segments

• Dealing with Negative Reviews + Dashcam Story: 03:06–10:46
• Dashcam Praise + Practical Use Cases: 12:34–14:44
• “Work Mullet” & Family Trip Banter: 14:46–17:03
• Deep Dive: Scheduling Processes (post-sale to crew deployment): 19:45–38:12
• Internal Communication and Handoffs: 38:12–41:15, 50:12–51:16
• Billing & Collections Routines: 51:32–55:39
• Quick Job Stories & Staff Development: 56:51–62:40

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Other Noteworthy Segments

• Project Update: Jason’s massive installation at Blue Springs State Park—installing 9,000 sq.ft. of turf block.
• Jordan’s Lightning Protection Project & Staff Delegation: Transitioning plant healthcare renewals and calls to staff member Brear (progress towards working “on” not “in” the business) (59:30–62:40).
• Recurring Webinar Announcement: Mention of a live webinar with guest Priscilla of Lynch Tree Service (17:04–18:39).

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Actionable Takeaways

• Dashcams save you time, money, and credibility—worth the investment.
• Over-communicate about scheduling, both internally and with customers; confirm appointments and changes by at least two channels.
• Batch jobs strategically by geography and complexity, and leave room for the inevitable chaos.
• Consider evolving your processes as your team grows—centralize communications to one platform to save hours.
• Don’t neglect the “Google review close” at the point of service; you only get one real shot.

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For Listeners

• Check the show notes for a link to the dashcam footage mentioned early in the episode and for details on the TCI webinar.
• Remember: keep processes as simple and foolproof as possible. Let technology handle the tracking, so you can focus on growth and sanity—even as new challenges crop up each season.

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Green Side Up: Sharing the weeds, wins, and wisdom of green industry entrepreneurship, so you can keep your green side up and thrive in the chaos!

Transcript

[A]

Welcome to Green side Up, the perfect podcast for small business entrepreneurs looking to cultivate success in the landscaping and tree care industry. Join Jason Lee, a seasoned landscaper, and Jordan Upkavage, a true tree whisperer, as they share their wealth of experience and insights to navigate the challenges of growing your business. Get ready to hear real life stories, practical solutions, and invaluable advice that will empower you to thrive amidst the chaos of entrepreneurship. And now, let's keep the Green side Up with your hosts, Jason Lee and Jordan Upkevage.

[B]

Hola, amigo. Que tal? How am I doing? Es como estas? That's not what's up. That's k Talismans como sauces. How are you? Yeah, I'm doing really well, Jason. I was, I was really Mr. Sleepy Pants yesterday evening and I have since rested and I've gotten up and I've had quite a bit of coffee in a good coffee mug that was gifted to me. And I'm having a. I'm having a wonderful morning. How are you?

[C]

I'm doing well, man. I'm doing well. You should have had plenty of time to drink coffee this morning during our technical difficulties that we've now surpassed.

[B]

You know, I don't like to dwell on the things that don't go perfectly. I like to celebrate the things that do go perfectly, which is this podcast recording that we're doing right now. It's going seamlessly.

[C]

I love it. No way. It is. It's beautiful. We're a minute and 30 seconds in and no failures. I'm stoked.

[B]

Hey, I live my life not only a quarter mile at a time, but looking at how awesome everything is all the time. You need a little more of that, Jason. Yeah, I don't like that you're sometimes the Eeyore.

[C]

There's a little rain cloud of doo doo when you. When you get kicked in the teeth every day from entrepreneurship, Jordan. That's kind of. It's kind of what it is, man.

[B]

And then you just. Then you just have to eat differently, right? You can just be an amoeba and absorb through your skin. I mean, or you go straight feeding tube. You don't need the teeth. It's a mental game.

[C]

It's all up.

[B]

It's all up in the noodle, man. It's like the lady that left us a 1 star Google review for traffic, you know, because I get the big truck on a skinny road. She was just a negative person and just had a history of leaving one star Google reviews for like frickin first Watch.

[C]

Did you get nailed for a traffic Google review recently?

[B]

I told you that, right? That I got one starred on Google?

[C]

No.

[B]

Oh, well, do you want to know the story?

[C]

Yes.

[B]

Okay, so this was, I don't know, three weeks ago and we get a one star Google review that says this company doesn't know how to drive. They blocked the whole road. And then the driver laughed at me at the inconvenience they had caused. I was like, this doesn't sound right. So I asked around and it was Chris Kidd. Chris Kidd has a class A cdl. Okay? You can drive a freaking semi truck. Normally when you get into heavy driver's licenses, you're not a dumbass, right? Because that's kind of a big deal having that license. And Chris Kidd drives an F654 door with a flatbed behind the cab that holds a giant G2200 extra. And then he's towing a 20 foot long equipment trailer with a nifty SD64 on it. So he's got a. I don't know if the SD64 weighs almost 9,000 pounds, plus a thousand and a half pounds of trailer he's towing over £10,000. He's got a thing in the base, it's like a choo choo train. This thing is freaking long. And we're in South Tampa on a skinny road. If any of you are Google nerds, you can look that he is driving southbound on Lincoln Avenue and he is making a left onto Morrison. And that is a very tight turn that he's making. So he is southbound on Lincoln. He's at the stop sign, needs to make a left which is eastbound on Morrison. And there is a person that is driving eastbound on Morrison that wants to take a left and go north on Lincoln. And this person can't seem to make the left hand turn and get around him. So she does a three point turn in the middle of the intersection and then drives away. So one saw guru review says that Chris kidding, was blocking the whole road, does not know how to drive, and was laughing at her at the inconvenience that he caused. So he said, we called him in the office and he goes, man, that, that ain't the case. I said, well what happened man? He goes, man, this woman was crazy, right? She goes in here, can't figure out how to turn around, flicks me off. I'm laughing because she ends up flicking me off and like talking at me through the windshield and drove away. I was like, okay, well I believe you. So we replied to this Google review and we pulled the GS track me dash camera footage and in our Google reply we let her know that her story does not align with the information that we have of the incident and we encourage her to take the Google review down. And here is the link to your GS 2 hour dash cam video that shows you. And we explain that the laughter that you described was as a result of you flicking off our crew and acting irrationally. And then that made her very angry. She revised her review to say, oh, and there's also video of two other vehicles making the turn she couldn't make as she's actively performing this three point turn in the middle of the road and she's not even driving. It's her husband, she's passenger bowing out the window at Chris who's like what the hell is this? You know. So she lay after she reads our response, which was overly professional and made this person look insane. Then she revises her response to add in some other words. And then she revises her response and we never once edit our review. Then later that day she edits her response a second time. So post edit 1, edit 2. Our response never changed with the video link in the Google review of like hey community, see for yourself on what happened here. And so that one star review chilled on Google for about two and a half.

[C]

Is it not there anymore?

[B]

No, no, I know I was in

[C]

the process of looking up, looking up the dash cam video.

[B]

No, no, no, it chilled out there for about two or three days and

[C]

then

[B]

after like two or three days of it soaking and like I had, you know, I had Sydney, my wife read our response and we look like total professionals. And I think after this soaking for two or three days, this person realized that they sound absolutely insane and they're embarrassing themselves on the Internet. So they took their own review down. But I did find a screenshot of what their initial review was. Oh, and I'm not going to say her name because it doesn't matter, but she's a local guide and she has a history of leaving one star reviews. So if you look at her reviews, it's like one star first watch, one star cracker barrel. I mean it's just like, come on person, you're just angry. But her initial review was don't know how to drive. Driver took up entire street forcing drivers to go around him. As this was happening, the driver and his team decided to laugh about the inconvenience they caused everyone in the neighborhood. Super classy guys. That was what the initial response was. And then Here, I'm going to read you our response. Mrs. Person, we take concerns of this nature very seriously as maintaining the highest driving and safety standards is a top priority for our community. Upon receiving your review, we addressed the matter promptly during our morning safety meeting and discussed the situation with the team members involved. Their accounts did not align with the details outlined in your review, so we conducted a thorough review of the dash cam footage to ensure an updated, objective understanding of the incident. The footage video link provided shows our driver approaching and navigating the intersection in a safe and appropriate manner. It also demonstrates that other vehicles were able to pass our truck without difficulty. Additionally, the recording shows you executing a three point turn in front of our vehicle while other cars continue to pass and making an inappropriate gesture towards our team members as you departed. The laughter you referenced in your review occurred in response to that gesture. We understand that operating large commercial vehicles on narrow roads of South Tampa can sometimes create inconvenience. However, our drivers are trained to prioritize safety and to minimize disruption whenever possible. We respectfully ask you for patience and courtesy from all motorists as we work to serve the community while maintaining safe road conditions. Link to Dash cam footage Colon Bam. Brilliant and I am going to cut and paste this into our chat. Jason Boop boop. There is a link that I just sent you Plant Healthcare seems to be all the buzz in the green industry right now. Are you like many business owners that don't know how or where to start, or are you looking to add a new tool to your PHC toolbox?

[C]

Mitigro is an innovative product that focuses on root and soil health. A different approach than loading up the ground with more npk. Mitigro is a blend of mycorrhizae, fungi, bacteria, vitamin B and Iba, which is a rooting hormone.

[B]

The concept is simple. More roots equals a healthier and more robust plant. This simple concept is exactly why both Jason and I have incorporated mitigro into our PhD programs. Deep Root applications on my end for mature or struggling trees, soil drenches and spray applications for when Jason installs trees and installs new sod.

[C]

Give Mitigro a shot for yourself. Their product is easy to apply and no special licenses are needed. Visit mitigrowpro.com to learn more. That's M I T O G-R-O-W P

[B]

R O.com so that was our response and then she edited it twice as I mentioned in then she took it down.

[C]

Well that's good. And luckily for you, you would. Well, you now have 716. Five star Google reviews. So it's.

[B]

We got a little bit of street cred there.

[C]

Yeah, yeah, you do. Is she driving the white car?

[B]

Yes. Oh, the link worked.

[C]

Yeah.

[B]

You're watching it.

[C]

Yes. Why in the hell are they doing that? Wow. The other cars make the turn.

[B]

That's. Yeah.

[C]

Well that's. That's good. Maybe I'll try to. I'll try to put this link into the show notes for Mr. Producer so that everyone that has been listening to this, this story can.

[B]

Yeah, we did not disclose her name. And yeah, fine. That is a. Okay. That.

[C]

Yeah, I don't think you just track me for. Again saving the day.

[B]

No joke. Remember I said the dash cam footage when someone ran into my grapple truck on the interstate. And then we showed it to the cop as the cop was there and the other vehicle was munched into the guardrail. Totally.

[C]

When Ben got hit upon Alachua, I mean, it was a near head on collision and the guy cut across three lanes of traffic. And the initial response was that Ben pulled out in front of him. And Ben's just like, I didn't do that. And so then when the cops came, we'd already gotten on the footage just like you did on the interstate. And it's like, hey, here's the footage. Like the light was green. The guy cut across all this traffic and here you go.

[B]

It is the best 35amonth I can spend on my vehicles. And did you know, Jason, there's no contract. It is simply. It is simply month to month.

[C]

So if you plug for GS Track Me, if you hire GS Track Me, you. You will not enter into a life sucking contract agreement with the Zuga.com and

[B]

did you know that Jason, that Jordan Opcavage, Jason Lee and Greenside podcast are not going to monetarily benefit from other people signing up with GS Track me because. Because that's not the purpose. The purpose is that they have less pain points and just win and we like them. There are. I mean, we have Jake and Jake and Gideon and I don't need a kickback. I don't want a kickback. But if you need jazz Cameras, it is $200 per vehicle to buy the camera and you own the camera in perpetuity. And then it is $35 a month per camera, no contract. And you can pull it up on your computer, you can pull it up on your phone and when shit hits the fan and your grapple truck gets into a car accident on the interstate, you can fumble around and pull the video Yourself, or you can just call your guy. And I said, gideon, my got in a wreck at 2:12 in the afternoon. Can you send me the dash cam footage? Because I'm in a real big hurry and don't have time to figure out where the buttons are. And within five minutes, Gideon will text you the link and do all of it for you.

[C]

G.S.

[B]

track me.

[C]

Bam.

[B]

All that while I was playing with my coupling nut, I saw my coupling nut sit on my desk. And I was like, this is a cold nut. By the way, it's 45 degrees in Tampa. Like, that's why I'm wearing pants. I'm not just in a. A Zoom mullet. As I had a customer describe, he was a business guy and he had to be in court via Zoom. I guess he's an attorney. He goes, yeah, I gotta go put my mullet on. I was like, does that mean you're just wearing a shirt and a tie and a jacket but no pants? He goes, yeah, it's a work mullet. We do it all the time. I was like, I've never heard anybody describe it as that.

[C]

It's pretty accurate.

[B]

Yeah. So I was going to be in a work mode this morning, but when I got out of bed and it was 45 degrees and my office was cold, it's cold outside. I'm wearing pants.

[C]

We got two days. I think we got two days of cold before summertime comes.

[B]

What, today and tomorrow?

[C]

I think. So it's gonna get down to the 30s tonight in Gainesville.

[B]

Yikes. Well, I'm gonna be in New York's. If you. If by the time listeners, you are enjoying this audible pleasure, I will be in New York City. So I leave for New York City, or let me say, I'm going to speak in past tense, if you are listening to this, I have left for New York City. I left the state of Florida on Tuesday morning, the 17th, at about 11am and I jet set on an airplane to take my family to New York City for their spring break. Because I have never been to New York City and neither has any of my family. And my wife wanted to go see what it was all about, and my kids did too. And I said, let's do it. So I selfishly did not force them to go to a beach, to go to a cruise. God forbid we go to, like, I don't know, Puerto Rico or like some Caribbean place where there's like steel drums and cocktails and bikinis and like sunshine and sand and like fresh seafood. Like, why do that when we can, like Cold front go to New York City? So that's what we're doing for spring break.

[C]

Awesome.

[B]

Okay, what do we. We have bullshit for 15 minutes.

[C]

Yeah. Can you have.

[B]

Can you realize in. Jason.

[C]

Well, if you are listening and this. Are you. If you're listening this morning when this episode drops Thursday morning and it's before 3pm in the afternoon, and you would like to hear Jordan and I talk about shop and spring preparing. I don't know what we're talking about, but we are hosting a TCI webinar with Priscilla. Priscilla owned or is a vice president of the company she works for and they do tree work and landscaping. I believe it's Lynch.

[B]

Lynch Tree Service and Landscaping.

[C]

Yep. So the three of us will be hosting a webinar this afternoon. It is free. You can sign up for the link. And we will be covering many talking points that have been outlined.

[B]

And how do we sign up for the link?

[C]

I don't know. I can try to find the link.

[B]

Sign up for the link and there's

[C]

not a link website? I don't know. It's a lot of things to figure out. I will find the link and I will post it in the show notes. How about that, Jordan?

[B]

Are you really gonna do that or are you just saying that?

[C]

No, I'm gonna do that along with the dash cam video.

[B]

Meinstudas newso. Sure. That's German for do you really mean it or are you just saying it?

[C]

No, I'm gonna do it.

[B]

Okay. So sign up for the link in

[C]

the show notes if you want to. Link is here a hear a live podcast episode with Jordan, myself and Priscilla.

[B]

And I'll be in New York City for it. How about that for. For a flex?

[C]

I wonder where you can do from the subway maybe?

[B]

Should I go from the subway or should I, like, be at the top of, I don't know, the Empire State Building or inside the Statue of Liberty? I don't know.

[C]

We'll see.

[B]

Maybe I'll just do it on the street, eating a dirty water dog where I belong.

[C]

So last week we continued our sales discussion and I think we had made it through the process of selling work to the point of giving proposal and selling the job. So we can talk a little bit about what happens after we. After we sell a job from scheduling to production from.

[B]

After we select. What do we do after we sell a job?

[C]

Yeah.

[B]

Okay. You want me to go first? All right, so what you're saying is the client accepts the proposal, Is that what you're saying? And Then what movie was that where it was a drive thru and there was. And Den.

[C]

God.

[B]

And then was it Waterburger and Den and Den Anden?

[C]

I don't know.

[B]

Sorry man, I. I am not an ADHD person or an ADD person. But.

[C]

And,

[B]

and then movie scene. Dude, where's my car? Yeah. Okay, so customer accepts the proposal. And then. Well, on single ops, when a customer says do. Well, it depends if they say do it in person because I attempted to close the deal in person, then I would say, great, I can schedule it and follow back with you, right? Or if I have nothing to do and I'm very hard up to put work on the books, which was the past five months of my life, I'll say great, let's. We could be there tomorrow if I know for sure that there's nothing to do. Or I'll like pull up the crew calendar and single ops in my truck and I'll look at it live time with them. I'm like, here, we can pick a date together and schedule it that way. But most of the time they accept on the Internet. And I print out my stack of jobs and I do the, the whole deal where I'm looking at the calendar and I'm looking where the, where the crews are scheduled, the several different crews. And I kind of like to have them if I can schedule together. So if I can have, you know, multiple crews in Lutz or New Tampa, that gives opportunity for more help. Like if a crew is short staffed or something happens or the job gets harder or, you know, it's towards the end of the day and someone needs help if they're geographically close by, it makes that afternoon support easier than if they're sprinkled throughout the county. You know, so I'll labor job location versus what's on the books, the size of the job, the right piece of equipment and crew leader. And I pick a day for whatever reason, it works well for me. And I put them in single ops. And barring how much time we have until that date is like for instance, I booked some work on Friday of last week, but it was scheduled for Monday of this week. So I just instantly texted those customers, hey, I got your job scheduled for Monday. Does that work? And I didn't leave my office until like 7:20 Friday evening. I had a lot of work that I had to do. I was in the office for about a little over 12 hours on Friday, but that way I could go into the weekend having all my homework done. But I'll sometimes call them or text Them if it's a quick turn on the work date. But most of the time, I'll batch schedule, and I'll schedule jobs two or three times a week, and I'll send Christie in our office an email with the job number and the work date that I have picked out. And Christy emails the customer the work date and calls the customer. So each customer gets two points of contact with the work date, phone call and an email. And then, Jason, you know how in single ops, there's an area for notes and you have internal notes, then you have client notes, and you have crew notes. So on the internal notes, we. What single ops doesn't have is a mechanism that tracks the customer's acknowledgment and agreement of the work date. There's not a mechanism for that. They can accept the proposal and sign online. They agree to the price, but there's no mechanism to accept the scheduling date and track that they're good with it. Okay, so to get around that, on the internal note side, we created like some. An acronym like cvm, which is Christy voicemail or ctt. Christy talk to C, E, M. Christy emailed. Okay, so what I might see is CTT with JS 3-11- confirmed. That means Christie talks to with job scheduling on March 11th confirmed. Okay. Or if she doesn't talk to him, she'll leave a voicemail and an email and we'll track what we've done to reach out. And then we'll also record when the customer confirms the JS or the job schedule, for instance. And until we have confirmed in the internal crew notes, Christie's going to keep hounding them before the day of the job to make sure that we're not showing up for nothing. Right. So I'm looking here on a job that we did on Monday. I have JTM confirmed JS. So Jordan text messaged Mr. Peter Mesa confirm the job schedule. That way everybody on the admins knows that they agreed to the. The work date. And we almost. We very, very rarely have the crew show up and then the client turn them away. I'm sure it's happened to you, but it's. It sucks when we show up and the customer says, no, not today. I never got your message. I didn't. No, we're going to make sure we confirm it, that you know that the guys are showing up and that you're good with it. And we, we just labor that on the internal notes. And Christie keeps track of each job that's in the future and make sure that it's Confirmed before we show up or she'll keep hounding them. And they almost always confirm or reschedule, like, oh, this customer's got to be moved because they have a. Whatever out of town, Dr. Whatever. But we really, like, hold their hand.

[C]

So have you talked to, have you talked to Single Ops about they're not being a communication with.

[B]

I have, so. And I don't know if that was with Taylor Gould or if it was with Mark Sedgley. It might have been. I don't recall.

[C]

I know this is something we were just, we were discussing in the office yesterday because now we're trying to, we're trying to streamline scheduling so that to accomplish just what you're talking about so everyone, everyone can see it through Single Ops of what's, what's, what's going on with the schedule. And I know that Clayton, I'll find out what his widget is. And it might just be internally, but I could have sworn yesterday when we were talking about it that it would be a customer facing space and Single Ops to talk about the schedule and then everyone could see it and we can update it.

[B]

What do you mean to talk about the schedule?

[C]

Well, or to schedule. Not to talk about, but with the client. Like, hey, this is our schedule. And then if there's any changes, then everyone sees it. But it might just be internal that he was talking about. I don't know. I will let you know.

[B]

Yeah. Because there's not a mechanism to do what I want it to do that I know of. Like, you know how I'm looking at my calendar here? You know how like green is the job scheduled and then after you invoice it, it turns blue, this left side color tab. And then after they pay, it turns gray.

[C]

No, I have no idea.

[B]

Oh, yeah, I'm also, I'm also, when

[C]

I was looking at Single Ups yesterday, for a colorblind person, there's a whole bunch of colors.

[B]

Yeah. So, yeah, they got like things that can tell you clues of the job's been scheduled or it's been invoiced or it's paid. Just at a quick glance, I can see that Jonathan Perkins paid his bill from Wednesday 11th, but I have not even invoiced Don Froic and Odessa from the 11th and Craig Funkhouser from the 10th has been invoiced and hasn't paid yet. I can just, I can see all that just in some colors that's here. But if there's like, like there's a little, A little white house in this Left column, a little white house. Like if that house would go from white to yellow maybe, then I know that the job's been. The production date's been confirmed. I don't know. I'll bring it. Maybe I'll text message the idea center or whatever's here. We can submit idea. But if anybody else thinks that that would be important and want it too, then you can back me on that. Or I'll just be your voice. But that would be cool. So sorry, I got derailed. We're talking about scheduling and how we track it. Okay.

[C]

Right, yes. Okay.

[B]

So that's how we do it. And then we show up on that day. Oh, and I don't really give. Try not to give timeframes because if it's a job that's over 1500 bucks or 2000 bucks, then it's usually the first job of the day, which is 8:45 or 9:00 ish when the guys get there. And then if, let's say I'm scheduling three jobs together and they're three $900 jobs or whatever it is. Three $800 job, it doesn't matter. A thousand dollar job, 400 or whatever. And there's a bunch of them. I try not to give a time frame and I would say that I'll set the schedule in the morning and if the client would like to know a time frame, they can reach out to us that morning. Because it all depends on where debris was from yesterday or whatever minutia of why we're scheduling a certain route. But typically we'll go do the bigger job first and then the jobs get progressively smaller as the day develops is typically how we do it. Let's get the harder one done early. And then if there's a rain delay or a hydraulic blowout or whatever happens, there's less money to lose because we've already performed the bigger money jobs. First of the day is typically how we. We schedule that. And then we give the work date to the client, we track it on that confirmation schedule, and voila. What's your process, Jacob?

[C]

Well, so it depends on what we're selling. So if we sell a maintenance job, I don't know if they're all the scenarios. So if we sell a maintenance job that's contractual, it's going to be slid into the. The route that it belongs on.

[B]

Sorry. I got a text message from Jon Snow and he. At 5:49am he goes topo the morning and he's pulling the old man. He's thinking, I'm asleep. He doesn't know I've been awake for an hour and 21 minutes. Actually, I've been awake for an hour and a half now. So I told him I was recording a podcast, said, gotcha, give me a shot when you're done. So I just sent him a selfie, that's all. All right.

[C]

So if we sell a maintenance job, we are adding it on to the route that it belongs on that makes the most sense. Unless it's a large commercial job where it earns itself an entire crew day.

[B]

A server crew has time to do it.

[C]

Correct. So if we sell a residential maintenance account, we are adding it into a route that makes sense and hopefully improving our route density. But when that job is sold, it is scheduled and then upon scheduling our account manager and production manager are notified that the job sold and that it's going to be on the schedule. And then it never goes seamlessly, but then it's added into. And generally within a week or two we don't have any problems. So sometimes if the guys, the guys are pretty good about punching in and out of their jobs, but sometimes they get into autopilot and skip over some things. So it's mainly just getting it into their day to day route of driving and making sure that that makes sense. And sometimes it doesn't make sense where we put it on the schedule. So we have to come back and change a few things, but generally within a couple weeks, if it doesn't, doesn't fit right, we change it and then it's the best that it can be for one off jobs like fertilization.

[B]

Hold on. Do you use the route planner? Does that help?

[C]

It jacks everything up.

[B]

Okay.

[C]

Does not plan as efficiently as one may think.

[B]

Now how do you do it? If you're scheduled for maintenance on a Tuesday and it's perfect in the route and the customer goes, well, can I be surfaced on a Friday? Do you say no, you can't.

[C]

Correct.

[B]

Okay, no, you can't.

[C]

So we have, we have very few and far between customers that we still try to cater to on that aspect. Now if we have a. And that's only going to residential setting. Of course, of course. If the options there's. We try to, we try to do something. It's like, hey, you want at the end of the week, like we have multiple routes going into the same areas of, you know, of Gainesville. So let's try to make it happen. Our biggest thing is complying to days of the week on commercial jobs. This is like, hey, we Want you here on Wednesday.

[B]

Well, why?

[C]

It's like, oh, because Tuesday's trash day. Okay, great. We're definitely coming on Wednesday, trash day. And landscape maintenance is a natural disaster. So, you know, we try to schedule around, around things like that. But yeah, we try not to cater to the. Everyone wants their grass cut on Friday

[B]

because they want it to look fresh for the weekend.

[C]

Yeah. So. And we, for that reason, I mean, we try to stick the beginning of our week with more commercial work because

[B]

they want their stuff to look nice all week.

[C]

Yes. And so, but now we don't. We don't cut grass on Fridays, so. Sorry, nobody's getting their grass done on Friday. We're working Monday through Thursday, so. But generally we try to stack our. I don't, I don't think we run any residential routes on Monday. So we're running on residential routes Tuesday, Wednesday, Thursday. So, yeah, the days of Friday, Friday maintenance are gone unless it rains. So we got a little bit of rain. We, you know, this is our first full week of going back to our spring and summer schedule. And luckily the rain that came through yesterday, which would be Monday, I think we only lost a few, few hours of production. So we're going to be able to, I think, fit those jobs in and still get everything done by Thursday. But we now have our Fridays open for scheduling one off jobs. So if we have, you know, I think we have two clean outs scheduled for this Friday, which is great because we're producing revenue. The guys are getting more hours. Obviously they like this time of year. Oh, it's 32 degrees outside.

[B]

I'm telling you, it's cold, man.

[C]

Holy smokes. I'm sorry. That was my edd. That little thermometer thing popped up on my computer. Yeah, it's 32. Holy crap. So anyway, so for scheduling one off jobs, those jobs are just put in the jobs made in single ops.

[B]

Your account manager calls the customer for the maintenance schedule that we're showing up on Tuesdays and they say, cool. Your account manager deals with that office.

[C]

One of the two. Yes, our office will notify them or yes, the account manager. We notified what day.

[B]

Who's the account manager?

[C]

All right, now. Well, I guess it would be positions now changed. He's operating. He's operations manager over install and maintenance. So Ben would be making the call. Hey, we're coming to your house. Ben calls PIN calls.

[B]

Got it.

[C]

Unless. Unless the office is already notified. That would be probably be something that I should know the answer to of who's doing that. But yes, they're notified what day of the week they're going to be on, and then we go from there. So, okay, so one off, one offs, Pretty simple. We make the job, we schedule it for the day it's going to be done, and then we go and do it. So there's a lot of not a big deal. Our design build schedule is we are working through some things in our install division. So now, traditionally, we have always done sales and operations under one hat. And so with that person that manages the sales, knows the schedule, is in constant contact with the homeowner. So if there's any changes to the schedule, that person is the same person as notifying them, because that schedule moves around. So that schedule moves around. We are giving a tentative date whenever they give a deposit. So if we're three weeks out, we'll tell them, hey, we're three weeks out tentatively. So this is your range. We try to give it three to four weeks. It's okay, we're three to four weeks out or five to six weeks out. We're seven, eight weeks out, we're eight to 10 weeks out, whatever the schedule is. So we're trying to give a tentative time frame because no matter 75% of the time, our jobs are always getting extended. And something, whether a client's adding something on or it rains or we have site conditions that take a little bit longer. So the job's never just cut and dry for the most part. The other 25% of the time is, man, we cranked through that one like, we need to show up, we need something to do tomorrow. We got done early. So the majority of the time it's getting pushed, but then it's also, it flips and holy crap, we got to have something to do.

[B]

So you're going to give. A client will likely be there the week of the 23rd, for instance. And then as the week of the 23rd draws closer, it's the sale. Is this the salesperson's job that sold the job?

[C]

Well, this gets into a new process for us. So this is. We are figuring this out right now in our business, where before it was the same person. So that person would schedule, the person would manage operations. So it was one person knows everything. Well, now we have multiple people involved in this process. So we're streamlining the handoff from sales operations. And that handoff happens when the deposit is made. So when the deposit's made, an operation gets notified, takes control of the process, notifies the customer, and then from then on, the schedule is on. Them. But now when we were talking about scheduling a few minutes ago in single ops yesterday, we had a snafu on a job where the customer was talking to sales and then adding on some work and then sales was also updating them with the schedule. Because on our whiteboard and office or in single ops, it was scheduled. Well, it says that it's scheduled for X day in single ops. Well, in lifetime in reality of the install crew, you know, ends running a job, it's not going as fast as possible. They added on another, you know, 15 or 20ft of retaining wall for the specific job that I'm talking about. And then at the same time I'm running the job over in Cedar Key. So our install schedules all over the place or cranking through work, everything's working great except for the next job on the line thinks that we're coming. You know, starting the job in the afternoon would be the scenario. So it's like, hey, when we finish this job, we're going to come start your job. Well, we didn't make it and our only goal was to just come and do a couple hours of work and start the prep process. And so that person not being notified of that delay as sales told that person that we would be there because it's what it says in single ops. That was our wink link in that process. Customer wasn't very happy that afternoon, but then we made her feel warm and fuzzy and that everything would be okay and we showed up the next morning and crushed her job. But having that communication gap of things that may be going on. So now we're also putting into play. Hey, if sales is in communication with the customer, adding things to a job that's already been scheduled, intended, tentatively scheduled, or is on a hard schedule for production, if you're making changes and discussing to that person, then operations also needs to know. So it needs to go both ways. If something is being pushed, we need to have it in single ops or somewhere for it to be seen where everyone can see it. Whether it be office sales operations have have that hub and that the hub needs to live in single ops. And so I don't know if that's in the crew notes or where they flirted for that to be, but I will find it out for you.

[B]

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[C]

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[B]

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[C]

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[B]

That's intriguemedia.com so if I need to make a job schedule, like I'm gonna pick, let's say, okay, I have April Cohen. She is booked for the 26th and the 27th. Do you hear this, Jason? April Cohen is booked for the 26th and 27th. You see how booked out I am?

[C]

You're over a week out. Last week you're. You're only two days out.

[B]

This is pretty crazy. I have more work on the books than I have had the past six months. This is amazing. I got like five solid days on the books, like Yahtzee. So if April Cohen's got to be moved, what I would do is I would move her. And then my dad is he scheduled. Everything's in single ops, but he has the big calendar that lives on your desk. And then it's like the full sheets every month is a sheet. And he hand writes in pencil every job schedule for the day. So anytime that there's a job move, let's say April Cohen's for the 26th and 27th. She's scheduled for Chris Kidd in a nifty 64. So if she's got to be moved, I move her. And then I'll email my dad, my sister John, and Marti, and I'll say, hey, my client needed to be rescheduled. Job numbers 21061 from originally 26 and the 27th moving to the whatever and whatever. I now have an open 64 on the 26th and 27th. So anytime there's a move, an email, a group email goes out. So maybe it's what I'm hearing way much. Maybe it's. It's a shitload of internal communication, but it's at least been done.

[C]

Yeah, and we have since. Since we've been working through this and it's just something. We're changing our. Our operation completely from how we've Operated for the past 15 years. So we're going to have hiccups along the way, but I think we are. We're working through things pretty quickly and coming up with some processes that I think will solve our problems. But what I hear is that we need to get Jerry a big old pack of erasers for his calendar if he's moving jobs around.

[B]

I misspoke. He does not write with a pencil. He writes with a pen. Oh, he uses a shitload of whiteout. Piles of it, but that's him. And he goes, God damn it, I gotta go white out again. I was like, sorry, dad. Like, I just moved to the. It's. It's on my calendar, on the computer. I'm not white outing anything. I just clicked a button and it's moved.

[C]

But he used the whiteout tape for the old school. Whiteout pins.

[B]

Whiteout pen.

[C]

Nice.

[B]

Yeah, of course.

[C]

Old school.

[B]

Yeah. Yeah. So that's how we do this, the schedule.

[C]

Yeah. So.

[B]

But we get a hard date. Like, even when I'm four weeks out, I am coming on April 42nd. Or that's not the 42nd, April 24th. How about that? I give a hard date and I leave slots open. Like when I'm booked out like that. And let's say I'm booking April. Let's say I'm booking the week of April 20th. April 20th through the 24th. What I'll do is each week I'll leave. I try to leave one crew per day unbooked. So I try to leave five slots a week unbooked in the schedule. So if we get a rain delay, I can then sprinkle in those jobs in the following week. And what I don't want to do is have a customer scheduled at the beginning of April. We get rained out on their day, and then I got to schedule a mid May and push them by five weeks. Like, that would really suck. So I try to leave one crew per day unscheduled for the rain delay or the oh, builder scenario. And then if I don't have, you know, if I hadn't filled the open slot, I can either schedule somebody that I just sold, or I can move somebody up in the schedule that had expressed interest that if an opening comes up sooner, they'd like to be moved up. But I try to leave holes in my schedule for those contingencies as we get booked out. And I've been burnt in the ass when I book myself. Too tight. And I can feel it, man, I'm tight as I ain't Got nothing open. I'm giving. You can feel it. And then something comes up and I get jammed. Employees sick or understaffed, and I can't do the job. And then I got nowhere to put them. And it's. Yeah, that's not fun. So I like to leave openings and opportunities for that. When we get booked out.

[C]

Yeah. And we're in a scenario where we. And we haven't been. I don't know where, man. We've got. I feel like we don't have any work, but we're overwhelmed with work right now at the same time. That makes sense. Might not make sense to some people, might make sense to you. I don't know. But we've got work and we're producing work, but we're probably three to four weeks out, maybe four to five weeks out on our install schedule. So. But then it gets into. Which isn't that bad to manage and keep people updated. But it's when we get into, you know, like, during COVID we were booking, like 12 weeks out. And then it's, you know, then people start getting twitchy and going to find other people or other contractors to do their work. But, you know, if we get to the point of. I prefer to stay under. Under 10 weeks. So for eight to 10 weeks out, and we slide that schedule. If it's a, you know, if it's a larger paver job that takes more planning and materials and ordering, then we'll push those to the back of the line. You know, if it's an easy job that we can slide in, we'll move it. We'll move it up. Or some of the easier softscape jobs or mulch jobs we're gonna. We have and are still going to try to push that production on Fridays with our maintenance crews. If guys want to work, especially if our. Our install crews are booking farther out, then we're just increasing. You know, we're burning some overtime, but for the increase, the increased amount of revenue anyway outweighs the little bit overtime paying. So the guys like it. Whether small jobs or small planting jobs or soft jobs, those are great Friday fillers for us. But normally when we get to the point where we're at now, you know, we get two weeks out, then we'll let the client know, hey, in two weeks, we're going to be at your house or, you know, your job's now scheduled for this week instead of it just being arranged. So now your job's scheduled for this week. And then when we get one week out. So if we're coming to your house to do your 10 or $15,000 patio that we sold you last week in Tampa, Florida. We are going to call and say, hey, we're going to be at your house next week and here's your day. You know, we have. We have a job ahead of you at the beginning of the week. It's going to take. It should take two days. We're scheduled to come to your house on Wednesday. We'll let you know if there's any delays. So we're always prepping for that. The delay of what something could happen. Yeah. Just a little bit more of a fluid process than what time do I whack and trees. What time do you need? What?

[B]

I'm just looking at what time I need to go to the airport if I need it. Oh, I got plenty of time. I don't need to leave. I don't need to leave here for two hours.

[C]

Cool.

[B]

Sorry, man. Just doing a little safety check. Just doing a safety check, man. Okay, so we have similar processes. Do you need the Single Ops deal to. Is tracking homeowners acceptance of the date an important thing that you need in single ops 2, or is that kind

[C]

of just me or acceptance of the scheduling date?

[B]

Yes. No, because you hold their hand more frequently. Because you're call. You're always massaging your schedule, right?

[C]

Yeah. With maintenance. It goes. Once it goes in, it's in, and

[B]

then it's on autopilot. Yeah, yeah.

[C]

The install schedule. Yeah, it's kind of a handholding process. Now, if they had a. I'm going to find out what they were talking about yesterday. Because if there is a place that they may have just been talking about it internally to solve the issues that you're talking about so everyone can see it. Because we're just trying to streamline that internal communication you're talking about. You know, you say that you've. You all have tons of internal communication. We're trying to find the one place where all that communication lives so that we're not having 50 emails back and forth, which we've now started doing. So as of yesterday, it's like, hey, we got a whole bunch of emails going back and forth that it's. It's a lot. So how about it all just lives in Single ops, then everyone can see it. So that's hopefully our takeaway to eliminate hours of emails a day.

[B]

Yeah, we just have hundreds of emails all the time. Yeah, but it works. All right, so what's. We got, 10 minutes to go here? We got anything Any fun events? You got any funny stories you can

[C]

tell us from this week? Let's wrap up our sales discussion so we don't have to. Okay, so what do you do after you produce the job? We send an invoice. So if we do an install job, we get done. We complete the job, we send the invoice. Our maintenance jobs are set up on recurring invoices. So they go out on the first of the month for that month service.

[B]

You bill on the first of the month for the month?

[C]

Yes, which we have recently changed. I changed that at the first of the year. So whenever you and I were living together, I felt guilty about taking people's money, which was silly. And so I bill at the end of the month. I bill on the first of the month for the month previous is how bad I was in my head. So then we changed it to the 15th of the month years and years ago, which was great. It's a better cash flow. And then now it's just like, you know what, as much as we, because that's the next step, is chasing your money. So we have, you know, we probably have like 20 grand of maintenance that's set up on autopay and it's all residential, no, commercial. And outside of that is chasing money. So we're going to have to chase our money, especially from commercial clients and property managers. Then I want to start that process on the first. I want to get into your system of billing, you know, as soon as possible, so that we are likely to get our money, preferably by the end of the month. That's my ideal scenario is if we can bill on the 1st, we get paid by the end of the month.

[B]

Mm.

[C]

So yeah, so we just made that change January 1st, and we had a few clients that requested it, and that's where part of the change came from. We had a few commercial clients. I was like, hey, can you just bill me at the beginning of the month? It's like, absolutely. So and after billing, that's it. It's just the collection process. And now you are.

[B]

So all right, and then what? Is that all? You send the invoice and then what? They pay and what, what do you do?

[C]

Send a receipt or we have follow ups. I mean, when the process, when we're getting close to the 30 day mark of outstanding invoices, then we'll send a reminder.

[B]

So automatically or manually?

[C]

I don't know.

[B]

Okay.

[C]

So I don't know if it's automatic or if Michelle's doing that and tracking manually, but then after 30 days, we'll start calling, following or emailing directly. Just a nice polite follow up. And then if people go past 30, 60 days, then it's the money game.

[B]

Yep. So when we're done with the job now, before we, when we are done with the job. And when I say we, I mean the crew. When the crew's done with the job, if the homeowner is there, they take them for a walk around, a debrief, walk around, make sure everything is. They're happy, happy, happy. They try to close the Google review on the spot. That's the only time we're going to get Google reviews is closing it on the spot. Almost the only time, closing on the spot. So then they do that, then they go home the next day. This, the respective salesperson calls the client. So I call my customers, Jerry calls his, Marti calls his. And we would say, I'm going to give you a real example. We go to today and these are some phone calls that I'm going to make today. I'm going to follow up on Brian Glazer and I'm gonna call the Glazers and say, hey, Mr. Glaser, this is Jordan. I'm Cavage Independent tree Service. I just wanted to give you a follow up call. Our team was at your home yesterday getting those royal palm trees straightened out. I wanted to make sure that Curtis and the crew did a wonderful job on the palms and that they did an excellent cleanup of the debris. Oh, yeah, Jordan, it was great as usual. Thank you so much. It's like, all right, awesome, sir, thank you. We appreciate your continued business. And I'm gonna have our office email you an invoice. You should see that coming down the pipe later today. And if we've earned it and our crew did a top shelf job, if you could take some time to leave us a Google review, we'd love the competition. Or we'd love the other perspective customers out there to know what you think about us. Oh, yeah, sure, Jordan.

[C]

Blah, blah, blah.

[B]

So after that phone call is done, then Christy emails the invoice. It goes out through single ops and in the invoice is some verbiage and a QR code to leave a Google review. Probably a 0% close rate for that strategy. The Google review is driven by the crew leader on property or the follow up call closes a couple of them and then they get the invoice that way and it turns from green to blue. That shows that it's been completed. And then the client can either pay online through propay, they can pay with a credit card or ach. The customer pays the credit card fee or the ACH fee. Independent tree service does not absorb it. Or they can mail a check to our P.O. box. No fee for that. So once Pro Pre is processed, it turns gray and automatically emails them a paid invoice. Or once we check our PO Box and process the check and deposit it, then we. We hit approve and send them a paid invoice. And that's how that goes.

[C]

Yeah. So you asked if we had any fun stories about fun, but we're working on a project at Blue Springs State park, so. Right down the road from Jennie Springs. Yeah, Springs.

[B]

Yeah.

[C]

We are installing about 8,500. I think it'll be closer to 9,000 square feet of turf block. So it's the honeycomb. Honeycomb blocks you see in parking areas. Sometimes they have grass plugged in or seated in.

[B]

They look like pretzels.

[C]

Yes. So we are installing a pile of those. Things are going pretty well. And we're going to be infilling the cells with 80 number 89 stone granite. So we're probably going to be for a kayak launch. And we, I believe we have the cul de sac laid. So the turnaround circle, big circle. We've got the circle laid. Now we're going to lay the road. It's one way in, one way out.

[B]

So why turf block over every any other material?

[C]

I have no idea. I don't. I question these. I question the choices on the plan. But we are here just to put the pavers on the ground. Yeah. That's cool. Yeah. So I, I don't know. It would not be my first choice.

[B]

Because it's pervious, Jason.

[C]

Well, it is, Jordan. Until the architect specs out 6 inches of compacted lime rock base underneath.

[B]

And then now that always, Jason, they say pervious. I'm like, it's not pervious. We have or even pervious concrete. I was like, you got 8 inches of stabilized subgrade underneath that. It's freaking concrete. It ain't pervious.

[C]

No. If they would have put 8 inches, if they'd put some geotextile fabric down and put 8 inches, 6 to 8 inches of 57 stone. And then we had to come back in with, you know, some 89 granite or 89 fresh concrete on top. And then we laid it on an open graded base on top of the sugar sand that it Is, then we'd 100% have pervious. But we don't. It's not there. The water will you know, hold in the cells, you know, with the granite until it does something.

[B]

Until its sheet flows off.

[C]

Yeah. So. But that's a, that's a pretty fun project. We're.

[B]

That's cool.

[C]

We'll be doing some grassing and stuff like that too. But that's way cool.

[B]

I finished my lightning protection on my tree with 18 brace rods, hence coupling nut. That is over and done with. I will be teaching a segment of an ISA certified arborist prep class. Okay. So I'm teaching a segment of that on the 21st of April. I'm teaching supplementary support and lightning protection on April 21st and I will be putting this into my presentation because it's super freaking cool and I don't know of anybody to do one like I've done because it's just badass and it takes a unique client to buy it. So I'll be doing that and then other cool stuff. Nah, nothing crazy. I have a. I finally got my plant health care in order. I was in the office. Remember I told you I was in the office last week for a little over 12 hours. I was with Brear and I showed her how to use single ops and for. Oh, we were probably in the office together from 8 to close to 5pm and I showed her how to use it, how to make a reoccurring plant health care proposal. And we went through and audited the entire year of 2025 and I never did any renewals like I was supposed to do it in December and I got busy and didn't. So we went through all of our 2025 customers and renewed them for 2026. Plant Healthcare called them the ones that needed phone calls to reconfirm that they're gonna buy it. Are we gonna go four times a year, Deep Root, two times a year, Deep Root. What are we doing? Sent out a bunch of proposals. Other ones that I knew were, oh yeah, they're good, just renew them. We just auto renewed those. So she was in the office with me all day on Friday. She was in the office all day yesterday, on Monday, getting through more of 2025. And then today she is running a plan healthcare route by herself, one that she has helped build. And I am making her call the customer, go over what we're doing in the schedule and making her champion this to where I'm not the one doing it at 2 o' clock in the morning as I have been. So it seems to be working. Super excited that she's taking this and running with it and that way I can focus on more of what I'm doing. And other people are filling a lot of time that I was putting into it. So super stoked for that. It seems to be working, and she's excited about it, and I'm excited to see it pan out. So that's what I got. I passed a big torch. I passed a torch. Jason, Good.

[C]

Taking one hat off at a time.

[B]

Yes. As I'm constantly putting new ones on. Okay, so we need to add a link to the A traffic video.

[C]

I already have that. I already have that prepped in my email to Mr. Producer. And now I need to find the

[B]

TCIA for what we are today being. When. Being Thursday. Right. Today's Thursday.

[C]

We have. Excuse me.

[B]

We have our daily do at 3 o' clock in the afternoon. Thursday afternoon Eastern standard time.

[C]

Correct.

[B]

And I will. I will be in New York City. Maybe.

[C]

I don't know.

[B]

I'm gonna be eating a pizza in Times Square.

[C]

There you go.

[B]

Okay. Are we done? We done with this show? All right, ciao.

[C]

Later.

[A]

As you continue your journey toward entrepreneurial success, let Jason and Jordan be your trusted companions on this uphill climb. Don't miss out on future episodes of the Green side Up podcast. Make sure to hit that follow button to stay updated. For more ways to connect with the guys, check out the the podcast description. Thank you for tuning in. And remember, keep working hard so you can play even harder and keep the green side up.

[C]

Sa.