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Happy Memorial Day weekend, everyone. I am here because I want to share a quick win and insight with you guys. So we just finished up a record setting week in our auto repair business. As a company, we did $1.25 million across the 36 shops and it beat our previous record by almost $120,000. So we crushed it. Absolutely crushed it. Saturday was a record day. We did 288,000, which beat her best day by only about three grand or so. But man, awesome. My highest volume shop smashed the previous. So their best prior to this was 75,000. For the week they did 94, almost $20,000 more. I mean, for perspective, I have multiple shops that won't do $94,000 over the course of the month, let alone a week. In addition to that store, I had six others that set weekly records. Anything that ranged from 40,000 to over 64,000. So, like, what's changed? What have we been working on? What's all the stuff that I wish I knew? So few things. Number one, stacking talent. You're gonna hear me talk a lot about this, and it's because my philosophy has changed on it in part because the leaders that we've got on our team now believe in this. I've seen the results. I now believe in it. Which is, here's the old way, right? Years ago, I viewed payroll as a cost. And I thought the business could only afford to have really two A players in a location like a manager and a tech. And if we could have that, then we could just like build around them and we could hit our numbers, we could hit the averages, right? And we can make the money we need and it'll be fine. And a couple years ago we changed that. I want to say last year, maybe, maybe two years, but it's ramping up now where now we want to have two A players in the front and at least two A players in the back, like mechanics. And so we view it as an investment, right? Not as a cost, but as an investment that says if I invest in higher quality people and more people, that for every $1 of payroll that I invest, I want to get $3 back in gross profit. And so it's working like that store that did $95,000 now has, I want to say, five A players in it, where, you know, maybe we used to have three, I'd say, and those two additional people helped produce another $20,000 this week. And like, I joke about cutting a lot of costs, I joke about the coffee, I joke about the toilet paper. And other things. What I don't joke about is our payroll. And our payroll has never been higher. We've never spent more money than we do right now on our team. And our gross profit and our revenue has also never been higher. And so we're reaping the rewards. And this is like, it's so hard though, because, you know, you look at those, these, these jobs we're offering and people are quitting high paying jobs to come and work for us. And so, you know, there is that pressure. Like we're supporting their families and so we can't just oh well, like hire them for a few weeks maybe. If they produce, you know, great. If they don't, we'll fire them, let them go. And then now they're in a bad situation and then, you know, we get a bad reputation. Right. It's a small industry for the most part. And so that's been a major shift. And I wish I did this earlier, but I had this scarcity mindset of oh, the numbers have to be this. And it was really hard, but now we've done it, we're seeing the results. And so now we're continuing to look to find more and more people to stack more and more talent. So it's the one thing I'd recommend is like give this a shot. Get that person on your team that you think is a little bit of a stretch but you believe that they can do it. You really have to believe that they are good and that they can deliver results and you hold them accountable for those results and all that stuff. So we're talking about that. But anyway, huge, huge results there. Number two is being brilliant in the basics. I think the old way and the common way is for people who continue to reinvent the wheel. They're continuing to look for what's this like new edge or this new way of doing it, this new software or like this. I'm going to try selling it this way. Like it's new, new, new, new, new. And it feels novel, it feels, it feels like the quick fix. And yeah, sometimes those work, sometimes those aren't bad. But our goal is kind of the opposite now. We're like, we actually want to do less things and we want to get absolutely freaking brilliant in the basics. And we put them into three categories. One of them is how do we master turning every lead we have into a customer? So we do that in our business by getting really good on the phone. It's like most people call before they come into a shop. They want to know time they want to get a sense of, like, do these people get to take care of me? Right? Are they gonna take care of my car? Can I trust them? Those are all, like, inherent things in the auto repair business. Yours is probably gonna be different, but it's being super, super good on the phones, and we just nailed this. How do we become great on the phones? We practice it day after day after day. We literally have weekly phone training calls. Every single call is recorded and transcribed and run through AI and scored and graded in public. And, like, it is so critical for us that we get good on the phones so we can get more people in the door. Okay? And so being brilliant at that, then once we have people in, we have to turn those customers into raving fans. Like, they have to have a great experience in the way that we talk to them and that we treat them and we treat their car and that the price is right and we help make it affordable. And like, we, you know, in our business, auto repair is like going to the dentist. Nobody really wants to do it, but you kind of like, have to. And so if we can make the experience as least painful as possible, then people recommend us, right? They bring more cars. If we get fleetwork, you know, they've got multiple cars, you know, company or personal. And so you have to deliver excellent service. We have to do that in a way that is scalable and works across the board and isn't just like, oh, so and so is friendly. Right. It's got to be systematized. And then the third one is developing our managers into leaders. Right? A manager is just somebody who just, like, maintains right? Versus a leader is somebody who shows what's possible, who brings people along, who's able to, like, do what's right, not just what's easy. And people want to follow leaders. We want to follow people who have the vision and we trust can get us there and paint the picture. And so, you know, my job as the owner is to paint the vision of the company. Our CEO's job is to paint it across the board in terms of how are we actually going to execute on this. Our store managers is to paint the picture of how this store is going to be represented and known in the community. And so when you, you know, when our teams go out to dinner and they wear the. Our logos and they see them and they tell their friends what they do, that that's all met with like a positive, you know, like, wow, that's awesome type of mentality. Right? And so we need people at every single lever to be leaders. Otherwise, you know, we've got a whole bunch of followers and I don't know, not the company I want to, not the company I want to run. And finally, number three is we're getting better at holding people accountable. This is key and honestly, probably one of the hardest things to master. And everyone wants to take the path of least resistance. They want to avoid conflict, they don't want to have the toughest decisions. They want to take the easy route. And if you let this happen, and over the years I've let it happen, right, I'm not perfect. I'm always working to get better too. But what happens is finger pointing. It was so and so's fault, not my fault, it's his fault. He did this, he did that. There's excuses, right? You have chaos in the stores and in your organization and nobody know what's going on. And it's just like a total cluster. And the other side of that coin is what happens when you create accountability. You have people who know exactly what they need to do, exactly of what's expected of them and the consequences if it doesn't happen. Right? And it's not to say that we are mean or jerks or treat people unfairly. In fact, it's the opposite. We're extremely clear on what needs to get done. And if you don't do it, these are the consequences. And then we follow through with said consequences. Because if not, your word doesn't matter and you don't have accountability. You can't create the systems and consistency. And ultimately like good people want to be part of an organization that people do the things they say they're going to do. Like, there's nothing more frustrating than then like someone says, hey, I'm gonna take care of this for you. And then they don't do it. Like, and if the ball gets dropped and now you have to like pick it up or this or that, like, people get so frustrated with it when it happens to them. And so our goal is for everybody to realize what that means and so we can all do our parts to ensure, you know, we're not the ones who are dropping the balls. Alright, so those are the three things we've been hyper focused on in stacking talent, being brilliant in the basics, and then continuing to hold everyone accountable. And the results are amazing. It's funny, this month we had been a little slower last couple weeks and then boom. I mean, we had the massive week, we kind of caught a lot of it up, back up. And so anyway, we just got to keep. Keep at it. And we're gonna have the results. So I hope you have a great Memorial Day. At least around here. It's a little rainy, but it's still a good time to relax, recharge a little bit, and then. Then get back at it. And I will catch you guys tomorrow. Cheers.