A-Players Only: How Q-Pine Drives a $7M Operation with Just 10 Bays

What's up, players? This is Joe Adams with Adams Automotive, the number one shop in America. This is Master Tech to Millionaire, presented by Auto Shop Answers, where we talk about the transition from technician to business owner CEO. We are here with none other than Mr.

Porcupine, Cupine himself. We're sitting here courtside, actually, in a different studio. We're tinkering with the idea of getting some video format on this podcast because we could have some really fun stuff going on. But man, Q Pine, how are we doing this morning?

I'm doing great. I'm just back from Disney World and I am ready to rock and roll. I couldn't sleep last night. I was so excited to get here.

Let's freaking go, dude. Seven days off. Love that. Love family time.

Q Pine, for those of you that are listening in, if you're not familiar with who Q Pine is, he operates our Woodlands location, which is consistently a top performing location. It's probably the number two revenue company in our entire network and platform outside of Glenn Piccolo and his amazing team at 1010 Blalock. It's a nine bay, correct? Nine bay.

And one of those is an alignment rack, correct? Well, it's 10 bays with one being an alignment rack. Okay, perfect. We use one for a speed rack, one for an alignment rack, and you got eight lifts where you're doing auto repair.

And what's your all-time record? 680,000. 681,000, I do believe. And I think it was 150,000 to the total EBITDA to the bottom line. Yeah, which is absolutely sick. Good year.

It's the number one good year in the country. We call it the best year. Yes, we do. The best year.

You know, there's a lot of tires in there. And what was the margin on that month? 20. No, no. Well, yeah, that net margin, but the gross profit margin.

Oh, I think we were 62. 62 is our goal. I think we were a little under 62, but that's with a whole lot of tires. So, yeah, we're going to be talking today just about how he operates the businessman. Nine bays.

A lot of people get enamored with 56 bays and they're like, oh, yeah, well, if I had 50 bays, It's the number one question I get every, every single month in training is like, or when I tell people about our revenue, they're like, how many bays you got? It's like, it has nothing to do with the bays. Charlie in, in Boston and then Coupine in the Woodlands, you know, doing 600,000 plus is just phenomenal. So Coupine, what do you want to talk about this morning, man?

How you doing? Man, I'm doing so good. So yeah, thanks for having me. Man, I want to talk about everything.

You know, I just want to, I know we got a lot on the agenda. There's a lot to talk about, but I definitely want to talk about how I got in the industry, managing hammers, whatever you have, man. I got, I'm ready to rock and roll. Okay.

So you have been with the company since I want to say February of 2023. Correct. Does that sound right? Yes, it is.

So that's coming up on three years and, you know, did you come from the industry or did you come from. Did you know anything about auto repair before you joined our company? I knew absolutely nothing. I've never changed a battery.

I've never done an oil change. I've never even changed wiper blades in my life. Me neither. Hey, man.

So you're telling me you can run a $7 million a year operation and not know anything. I was the one, in fact, teaching Cupine about what a control arm bushing it was, which that's all you need to know is, you know, I'm not and I'm not a technician. So so walk me through that. How did you get in the industry?

What were you doing before? So I've done, I've done a few things. I've owned a prop. I own a property management company, rental business in Napa, California.

And then I came from, we moved to Arizona, my wife and I, and I started a landscape company, lived there for a couple of years. We just really didn't like Arizona, but that was a successful company. And so my wife and my daughter and I, we moved to Texas and we were introduced to Adams and the Mr. Todd Hayes.

Oh yeah. And I've never seen anything like it on a, I've never, met anyone like Todd and I was very intrigued on the phone from Texas or from Arizona so I had to meet him. Okay. Yeah, so you want me to tell the story about it?

Yeah, well, hold on. Back up a little bit. So I like to know timelines. So you grow up in, Napa Valley, California.

And your family has a background in small business, correct? Correct. You want to walk me through that? What did you guys do growing up?

Entrepreneurial? Yeah. So it first started by, first of all, my grandparents and they've been there for, my grandpa's turned 98 just a week ago. Happy birthday.

Yeah. And so they've been there since he was, I believe, 20 years old. And so my, actually my grandma and my wife's grandma went to high school together there. Okay.

And as they grew up, my grandparents got into real estate. So they bought a couple of banks, a bunch of homes in the Napa Valley before Napa blew up. And they've done that for the last 70 years. Okay.

So my dad growing, he had a painting company. So my dad didn't like working for other people. Yeah. You know, and he decided he's going to follow my grandparents' footsteps and start his own painting company.

Like me with landscaping, did not like painting every day. So he did have a viticulture background, which is the wine and his grapes, you know, growing grapes. And he started a winery, small boutique winery in Napa. And he's had that since the early 2000s.

And he's doing pretty well for himself right now. And as I grew up, I just honestly just watch and observe, you know, and ask questions that I didn't know. And they would just guide you through that. And I mean, I guess I've been around it for now I'm 41 years old.

I've been around it for 41 years, you know, watching small business owners. Be successful. So you grow up with an entrepreneurial background. Family has the itch.

My family too. It's like dinner table talk, you know, like we're always talking about the business, the shop. It's like kind of our culture. Okay.

So fast forward, you see, you had time. Cause I want to know how you got to landscaping and then how you eventually got to us, but you had time as a basketball coach as well. So how old were you? Like walk me through your twenties and thirties.

Like what did you do all that time? What were you a coach for a long time and then landscaping or how'd that work? So I played a lot of basketball, you know, at a higher level. And then eventually it got to the point where you get a little older and your body doesn't work like it used to.

So my time maxed out as a player and I still loved it so much and the competitiveness, that I ended up starting a gym in Napa. It was supposed to be for the kids. That's how we opened it, sports specific, young kids, Napa only. And then what happened is I was approached by a guy who wanted to come into Napa and train.

He could train NBA players and he wanted to start a basketball team in Napa. And I got him some connections. We ended up working together over the next several years where we're actually training and he was coaching the games in game style, but it ended up being NBA players, top ranked high school players in the country okay and so what i learned from that is i still had the itch for being around competitive. People right not necessarily just sports but just the competitiveness and i did that for several years and in your 20s so this is in your like mid late 20s yeah right and then i had the property managed right before that with the vacation rentals and i still have that today.

But it ended up, I did that for about eight years. And then me and my wife decided to move to Arizona. Okay. You know, my mid thirties.

So. And then you got into a landscaping business somehow. How'd you settle on that? Or why did you move?

So you moved to Arizona just to get out of California probably. And then you just, now you need to figure out how to make a living. Yeah. So walk me through what caused you to get into landscaping.

So yeah, moving from Napa to Arizona was extremely difficult. Okay. We left friends, family that's been there. We're the first to ever leave and our families.

And it was partly to get out of California, but there was other parts to it as well about having a daughter that needed some things. So we moved to Arizona to be with the best medical staff. But what happened was, is I got there and I didn't really know what I was going to do. Kind of like when I moved to Texas, you know, and I just figured I'm an entrepreneur.

Everything I've done, I've been pretty successful at. So I'm going to make it work no matter what. It was about my family just being in the best hands so we ended up my moving into a home my neighbor he owned a landscape company for many years and he's like you ever done landscaping i'm like no i've done some yard work and he and he's like well maybe you start your own business i was like okay i'm not doing that okay yeah yeah i was like they don't make any money and then he told me what he made after retiring you know for over 30 years doing it and i was literally really shocked. Oh, he was a landscaper.

He owned a landscape company. Okay. There you go. And I was like, I was like, wait, you made that much money, you know?

And, uh, you know, and so I ended up, he's like, if you started, I'll help you get off the ground. And I was like, cause he, he missed it. Yeah. He missed it.

He missed being in. He was 70 years old. Yeah. But he, uh, he'd come out and actually do mow lawns with me.

Yeah. You know? And, and I was like, all right, if this guy's 70 years old and he still has got it, I'm going to, I want to be, I want to do that too. The sauce.

So, and he obviously helped me get started very successful, kind of the same models we run here, which we'll talk about, but, you know, help help. You know, just helping customers and saying yes right away. How many team members? How long did you do that and how many team members did you have?

So we had it for two years. And so I had about 10 employees that we would do anything from lawn maintenance to hardscapes, which is pergolas, barbecues, pavers, driveways. Okay. And you got out of the industry, like why?

It just was too hard or not the best industry, not the highest talent or what? So we moved to Arizona, having a one-year-old at the time, thinking this is going to be a great place for her to grow up, get her to surround her with other kids. But we didn't realize Arizona was what they call snowbirds. So it's pretty much very busy in the winter and extremely slow, no one around in the summer.

So for us, we kind of moved to an area where there wasn't any kids and we just weren't very happy. I mean, it's dusty there. I mean, it just wasn't the right place. and we just got we wanted to get out of there and then we found out dr scott okay gotcha so okay so you got out of the industry because more maybe having to do with personal or family stuff and ultimately the the business didn't seem to be a year-round business i've heard that of home service companies you know i have a friend who does a power washing company and gutter cleaning and in the winter it snows where he's at so he literally can't wash the driveways so he does christmas lights for like two months correct you know so it's like you have to you have to kind of pivot okay so that makes sense landscaping is there anything that just sucks about landscaping for the people that that that you just don't miss i'm gonna be honest i i don't like it at all i love the money the money was really good yeah but i just did not like man i was solo every day i'm not a solo person you know i want to i want to i want to work with the team you know that's what i want to do and i was finding myself just not passionate about it not having fun kind of miserable when you get home and that's just not the life I want to live. I don't care how good the money is.

I got to, I got to enjoy what I do. So it was very easy when I was persuaded to, you know, by a, by a friend to say, Hey, there's this guy that knows about, has an auto repair group that they can recommend you to. And I was like, well, I don't know anything about cars. I doesn't, I back in the day for me, the guys that worked on cars in high school, like those weren't the cool guys, you know, apparently.

And now I'm wishing I worked on cars in high school. Okay. So, okay. So you're moving to Houston for family reasons and that we've got an amazing medical center and you have a connection with somebody who gets you in front of Todd.

Did you talked to any other anybody else any other industries any or were the only people you interviewed with yes we were the only people you interviewed with yeah and i when when they told me to call todd and gave me his number i'm always one like that just calls right away so i called todd right away okay and that was the most interesting phone call i've ever had because. I didn't know what i was doing you know when you call someone and you're like you don't really like you don't want to do it but you just out of respect to someone you call anyway just to see what it's all about yeah and i i called todd and he's got all this energy and he's telling me this whole dream and we're doing this and that and i'm like i don't know what this guy's talking about yeah so we're building a billion dollar company mike yeah like what aren't you understanding, and i'm uh and i'm laughing on the phone and but then but i was like i freaking love this guy yeah i was like i don't know if he's what what is going on i got i was like i gotta meet him it's magical yeah i was like i gotta meet him so i told my wife i'm like i have to fly to texas yeah like i was like i gotta go i don't care if we move to texas or not i still gotta meet him yeah you know because and so that's what i ended up doing is i ended up flying it's kind of funny you know and i could jump into this if if if we have time for this but it's i flew to texas to meet todd i meet you guys glenn everyone upstairs todd's got crazy energy i'm very interested at this point because i'm like they're telling me i don't even know anything about cars yeah just hospitality and i was like i come from napa like it's literally one of the biggest tourism and places in the country. So we've done hospitality my whole life. So that's easy.

And so, but I was still like, man, he's kind of talking a lot and I got a tea time. That's so funny, dude. You came in with your golf clothes on and golf hat on. Okay.

So keep going. Yeah. So I was like, you know, like, all right. And then he tells me to talk to Glenn and I remember talking to Glenn.

I really liked Glenn. You know, we talked, but I remember saying to Glenn, I go, well, I know you guys are busy, you know, I got to, you know, I can get out of here, you know, cause I still wasn't like, I was still confused by it all. Yeah. You know, and then Glenn's like, man, I like you.

I can really, I can talk to you all day. And I was like, I was like, so we ended up talking, man. I just hit it off with Glenn right away, which was, which was amazing. But, but yeah, I ended up, I ended up leaving, golfing, playing pretty good.

I was like, all right, well, I can do good in Texas, I think. Yeah. Okay. So, okay.

So you've never worked for anybody else. It seems like you had your own gym, you know, you worked in a family business and grew up in that environment. You had your own landscaping company and you're in your late thirties and you took a position as a service advisor with us for like not that much money like you have no it was like not it was like i lost money yeah it was not a like a good trade and you're commuting an hour both ways yeah but that's the thing is why like because because i can follow someone that can dream big yeah right and and i i do know how to use google and so i googled people to see i i honestly i looked at todd and i looked at people i googled people that worked under him and i saw that those guys are successful. And so I was like, okay, I'd kind of be an idiot not to follow him, right?

So I ended up, I was like, you know, I'm going to take a chance. I want to be on a team that can grow and I can be a part of that and make that happen. You know, but I was like still thinking in my mind, it's got to be on my terms too. Like it's not, this is a two-way street.

This isn't just, I'm only going to, I don't want to work for a company that makes me feel like I work for them. And you guys have done, in my three years here, you guys have given me the rings to act like an owner. You know and that's been huge for me but you know people when i came in for nothing it wasn't i didn't come in for nothing i was gaining knowledge 100 right like that's that costs money like and that doesn't come at the necessarily just the the company's expense and owning my own business i understand that so for me it was like i our family's done really well in the small business world but i was like they don't know anything about the next level about scaling like Like a hundred million dollar company. Correct.

And I was like, I want to. You guys think I'm competitive. My family's competitive. My grandparents are competitive.

Yeah. Right. Like, and it's like, I have to beat them, right? I want to do better than them, you know?

And, and so, man, I just, I was like, I'm going to trust Todd. I'm going to trust Glenn. I'm going to trust you guys, you know? And that's kind of how it all unfolded, honestly.

Yeah. Glenn Pickle, he says something great. He's like most, or I don't know if he stole this or somebody, but it's so good. Most people overestimate what they can do and accomplish in one year.

Like how much money they can make, they can get a raise somewhere else. And they underestimate what they could do in five to 10 years. And you made some comment to me recently that was just so good. You know, like you were like, man, what I'm trying to learn from Todd is like five, 10 years from now, like I could go, I could go do this.

I could scale a hundred million dollar company. And it's like, wow. So you're telling me that you can come into a company and you can, you've owned your own small business and you're like, okay, wow, this is a business I've never thought of. Okay.

I do drive cars all the time. Everybody drives a car. And this guy is saying that he's scaling a company to a billion dollars. I'm going to do whatever it takes to be in this guy's back pocket and on his hip to learn how to do it so that I could go do it one day myself.

Yeah. Not I'm going to work really hard and be a stud service advisor so I can get a raise. You know what I mean? It's like it's kind of like two different.

Not that there's anything wrong with that. But, you know, Glenn's been talking about this recently. It's like you create you know, you create your own opportunity and five years is going to go by so fast. So what are you going to do with it and and what kind of not like you came into the industry with no experience with absolutely no experience and three years later you're a partner in a you know multi-hundred million dollar enterprise yeah you own equity in the business and the next five years are going to be absolutely bonkers and and we were talking about like five ten billion dollar valuation like on the phone two days ago and it's like yeah i can see how the math gets there and you're literally getting to sit.

Fun, not intended courtside to watch it happen. And then as it happens, you'll have a great financial stake in the outcome. And then you'll have the knowledge to, you know, learn how to do it yourself one day. That is electric.

And so it's like, yeah, I came in to a position making nothing, but man, it's like a college degree from Harvard, you know, an MBA from Harvard costs, you know, you could go into, you could go a quarter million dollars in debt to learn that. And do you know what the average MBA makes after 10 years from Harvard? No. Average. $150,000. $205,000, which is a lot of money, but it's like you're 38 years old.

You're 10 years removed from an MBA. You know what I mean? You have 10 years of experience and the average is making $200,000 versus I can go work for Todd Hayes and learn how to scale literally a $100 million company. Yeah.

It seems like a pretty good trade to me. So, okay. I've been on my soapbox for a while. I want you to walk the people through kind of your first six months in the company as somebody who knew nothing about the industry, like literally nothing.

You know, the legend goes that you immediately bought a Tesla to be able to consume information. Right. So you want to walk me through that? Yeah.

So, man, it's kind of kind of interesting because so I got in there and I didn't know what to expect out of this company. You know, I just I was very wowed by obviously the 60 bays because of the auto repair, auto hospitality theme park. Yeah. You know, so it was a garage Mahal.

Yeah. So it was a little intimidating at first just to walk in there. And it was also intimidating a little bit for me as a person that's been successful, owning my own business for 15 years, walking into someone and actually working for someone. That's really difficult.

Yeah. So now you have to listen to people, you know, but that was a little struggle at first. But, you know, Glenn's temperament, he wasn't overbearing, you know, he was always so cool. So it made it really easy.

But he put me at the speed rack. You know, and man, only doing one a million a month in revenue. Yeah. You know, and I'm like, these guys are slammed.

People are running around like crazy. I'm like, I'm going to get left in the dust if I don't figure something out. Right, right. So what did I do?

I was like, I can't, I'm not getting better at work. You know, I'm like, people don't have time to train me. This is, this is NFL. Yep.

Like, so I got to come ready, ready to go at spring training, the off season. So what I did is I bought a Tesla because I was driving about an hour, hour and a half to work. From the Woodlands, yeah. From the Woodlands. and so which was literally the best thing ever so i ended up doing that and i just studying and reading and watching take fives motor visuals learning a little bit about cars just the whole concept you know but that's extra what two and a half hours a day people don't understand like it drove itself yeah i literally worked i trained myself an extra a full day compared to everyone else that's why fast track so i don't think with without doing the drive to 10 10 and not having the tesla i don't know if i would have fast-tracked as as easy you know i got the confidence it took about i remember even three months in i was still is this for me i was like i don't i didn't know, and then glenn sat me down he just looked at me and smiled and he goes let me can you sell.

Are you a closer yeah and i was like i started laughing at him i was like yeah like i was like of course so that that was i remember the three months being the biggest part of my career with Adams, because I felt like what he told me is you're, you're, you're like unleashed. Yeah. Like, and don't be nervous. Like, just, just, just go for it.

And I think I popped up like 110 that month and then 150 a couple months later. I think I, I think I saw some 150. Yeah. So you're the, uh, you were the finance manager and you've sold some jobs and you didn't even know what the thing was.

Most of them. Most, like you sold a transfer case job, you know, and like you tag teamed, you know, you tag teamed in for somebody. And I think our price was like $7,942 and the guy was trying to bargain you down to $7,500. Yeah.

And it just like, it didn't become about the transfer case. It's like, okay, they have this price for a one-year warranty and they suck. And we, you know, and we're $400 more and we've got a three-year warranty. And you literally sent them like a picture of our shop and a picture of their shop, right?

Yeah. It was like a dirt lot compared to ours. I said, us or them. Three-year warranty, 45 years in business.

Because it has nothing to do with the car. Look, the vehicle for providing hospitality happens to be auto repair. But at the end of the day, you are paying money in advertising to convert, to get leads on your phones. You have to convert those leads into showing up at the shop.

And then you have to have a system and a process to convert that lead into a ticket average. And the things that raise that ticket average is not a phenomenal understanding about the mechanical workings of a vehicle. It's, does this human being like me, trust me, believe in me, believe in the brand? Do they understand the repair with MotoVisuals?

Do they get blown away with technology? Do they see happy people who love their career and they feel like the value of the warranty and the master technician and the local, you know, service, loaners, wash and vacuum, pick up and drop off, et cetera. Am I willing to pay in this guy's instance $400 or like or 5% more than the guy down the street. I think those are the reasons why people buy from people they like and trust, not because some guy who's mean or rude on the phone has 25 years of a mechanical experience and can explain exactly how a transfer case works.

You know, I'm five years into this. I don't have any idea how a transfer case works. I don't either, honestly. Because it doesn't matter.

I can read, you know, technical stuff off of ChatGVT and there's going to be people who listen to this who think I'm, you know, insane for even saying that or they're haters. But it's like, I'm just not selling auto repair. I'm selling hospitality. reality i'm selling peace of mind for my freaking customers who are commuting to and from work or they're going on a road trip and they're thinking to themselves am i going to be safe and if i break down on the side of the road can i have the peace of mind that adams is going to actually be there for me and i'm going to not break down because i have a quality repair with a master technician, and if something were to go wrong they're actually going to be there for me to provide great service to make sure I'm taken care of. That's what I'm selling.

I'm selling that feeling. You know what I mean? Like... Gucci is not selling you a bag that's more high quality than the guy down the street.

They're selling you the idea that you have high status. Yeah, that's exactly it. Range Rover is not selling you a car. They're selling you the idea that you have high status.

You know what I mean? We are selling you the idea that you have great, great service, and we provide outrageous service. So once again, I'm on my soapbox, but you were able to be successful because you were a business owner, And you understood that if you provide all those soft skill things, all those human things to the customer that they will buy for you, even if you don't have the most outrageous expertise on how a car works. So first, for everyone that thinks they can just go start their own business.

Trust me, this is much easier. Yeah. Like, so everything I've ever had to do to start my own business or my family, like that is way, way harder and comes with a lot more risk. What do you mean?

So a lot, I've heard a lot of people just at any industry, not just this one is, why don't I just start my own shop? You know, like people think because they see it like this, this has taken 43 years to get to this. 45. 45. Right. So it's not, you don't just go to the bank, say, give me money.

I'm going to open up a shop and now you're profitable. That's not how it works. Yeah. Okay.

So, I mean, so for me, I came into this industry and I'm like, I got here. I'm like, okay, I can make a lot of money, probably more. And it's way easier, you know? And yeah, when I remember coming in and I'm like, okay, so I'm kind of terrified if a customer asks me how something works on a vehicle.

So, but then all of a sudden I'm going through key to key and I'm like, okay, so they have MotoVisuals. Well, that makes it easy. ChatGPT can explain what it is. So I was like, I'm going to have the best presentation, so no one even talks to me about the repair.

All I want to talk about is all the great benefits we have and how much it costs. And as an entrepreneur, I've been doing that in any business for 20 years. So that was very simple for me. But that's why the presentation and all that is so important.

So anyone that wants to get into this, man, just follow the concept on that and and make sure you prepare yourself and it's it's honestly pretty easy and i don't want to breeze over like you said you drove an hour both ways and it was just a cheat code fast track your way to to to the top and it's the truth it's like how bad do you want it charlie has plenty of money and he could commute five minutes to the shop if he wanted he commutes 45 minutes every day to the shop yeah like six seven days a week what about those guys that say man you guys are kind of far away 30 minutes i'm like that is the most value you'll have in the company is being able to listen to calls your calls train and i wish i had that now like literally and charlie he's like i'm not moving he's like that's my time yeah that's my time to listen to john maxwell and to listen to glenn's pod podcast and take fives i mean and like that's my time to literally educate myself and talk to todd on the phone and learn that's crazy and it's you know this is a guy who spoke no English, you know, he spoke no English. And it's, it is a by, like the, the outcome is a by-product of the work you put in. I am just totally convinced that once you get exposed to an environment like this, if you're reasonably competitive, well, I think you need to be hyper obsessed competitive. I mean, I'm sorry, but if you're reasonably intelligent and competitive and you get this access to this platform and this environment, it's on you, dude.

Like anybody, you literally came into the industry with no experience, correct? No experience. Like no real resume, you know, for, for, for, for man, this guy, this guy's going to be the number one operator, you know, like in the number one Goodyear operator in the country, like, like Todd may have been able to see that he, you know, he has that superpower, like, okay, I know your family, dude. I know you're a freaking entrepreneur.

You know, I know this, if this guy's obsessed, he'll be able to do it. But at the end of the day, you still had to spend a year of your life making well below your market value. But you understood that, you know, if you can have equity in the enterprise, you know, you could make, you know, millions and millions and millions of dollars over a five, 10 year period. What does that break down to annually?

So it's like, well, that's where you think big picture, you know, you got it. And that's, and that's where I think, you know, cause I still think, you know, I'll still think every day I'm, I'm always gonna think I'm underpaid. Like, I mean, I'm going to forever, you know, no matter what, cause I can always think I can make more, but that's what I love about this company is like, I can promise you right now, if I didn't come to Adams Automotive and work at this company, I would not be in this industry. Yeah.

Like I would have been out day one, just not enjoying it, but everything I've been promised or as you guys have come through for me, but that's not like for when I say that to people and they're like, Oh, you fast track. It's not, it's not that me, them just coming through for me. I've had to do it back to you guys. Right.

Like I've had to give up a lot of nights, a lot of days, consistency and give more. You don't just get more because you want more. You have to, you have to understand the process and understand, understand what it takes. And I know a lot of guys, I mentor guys on that.

You know, thinking big picture, not paycheck to paycheck. You got to think long term. You know, we talk about that pretty much daily. And I've had people get frustrated, you know, like, oh, there's like expectations that we're supposed to do all this extra stuff outside of work.

And I'm like, yeah, if you want to make it, you know, like, I like Todd talks about work life integration. And it's like the ROI of me playing a video game or me, you know, watching a sitcom is just zero. It's literally zero. But the ROI of me listening to a podcast to make my brain bigger and learn more about the business could be literally millions and millions of dollars.

And coupon is a perfect example of that. You know, Glenn is a perfect example of that. Me, I'm a perfect example of that. Like, you know, I didn't know anything about the business.

I grew up in the business, but I hated it. And, you know, you get exposed to Todd long enough. He adoctrinates you on the, uh, the culture of integrating work into your life. And, and I think, I think really what it is, is just the gene of being just a very obsessive competitive person.

And if you have that gene and you're just entrepreneurial and you get exposed to this environment, what, what a fun, isn't it fun? It's literally like, I honestly, I couldn't, I couldn't, I could not sleep last night. I was off for seven days and I'm like, I couldn't sleep all night and I woke up this morning. I even had Todd call me this morning and he's like, are you.

Back from vacation i missed you yeah i missed you your beautiful family you know and i love that because it's like i'm excited to get back everyone's excited to have me back you know and you're already here yeah but i've been gone now you're here ready to go i was like dude coupon's back we gotta do a podcast we gotta do a podcast i love that like it's like it's like a little jit is like a family you know and it really is a lot of fun so thank you guys for making it yeah i mean but people got to think big you know it's like you could you know most people like man i I got to, I got to, you know, get a raise or I got to be a manager of a store or some, you know, like either here or somewhere else or, and I'm like. Or you could just, I mean, coupon literally is, is, has created a, has created a path for himself to be an equity partner in a billion dollar one day company. And like, we're having conversations about, you know, dude, there's, it's a $400 billion market, you know, like for us to get to a billion dollar valuation, we need like 50 stores. That's not even that many.

That's not even that many if they're executing properly and you have 50 stud GMs and stud service advisors, stud techs. It's like, ultimately, it's massively fragmented mom and pop industry widely ignored by A players and you can just compete at such a high level and any shop in America is going to have like, you know, the phones are going to be ringing off the hook. They're going to have like a 20% booking ratio because they say no on the phone unless it's 8 a.m. on Monday morning. Like they say no on the phone and their ticket average is going to be 250 bucks.

So there's any shop in America, you know, if you just, plug in freaking answering the phones the right way you're going to greatly increase that ticket the the booking ratio to get more cars in the shop and if you just attach mode of visuals and so show pictures and videos and pmi the car and have a couple of great great people the ticket average is going to go through the roof and so private equity looks at a company like ours and they're like oh that's a platform oh we could freaking scale onto that one we have unlimited money you know there's an unlimited amount of shops that are just have no idea what they're doing because. To technician turned business owner. And we're trying to turn master technicians into millionaires. Like technician turned business owner is that, you know, they're like, why am I giving away 80% of the profit to the owner?

Like I only get paid for the labor and I'm doing all the work. And it's like, well, it's actually a completely different skillset. You have to learn how to, you know, take care of customers, book leads into an appointment and convert that appointment into revenue, not fix the car, right? Like, like, like there's so much more to running a shop and just fixing the car right and then they get in hell which is like they run 800k a year shop and they hate the customers because they call them while they're fixing the car and they're like just let me fix the car and you know like you're you're interrupting me you know and and they get people that steal from them and they have lazy people checking in cars and it's and it's just this cycle they become this negative bitter person so anyway man i i could i agree on that for sure That's, that's, that's not a place I'd want to be.

Yeah. So anyway, all that to say, let's, let's get back on track here. You spent a year at 1010. Okay.

And then you became a managing partner for us at the Woodlands location. Do you want to walk me through what that transition transition was like? And maybe, maybe your first six months as GM here, what you learned from Todd and what you learned about just being an operator? Yeah.

So man, so let's think here. We have one i was hired to come up to the woodlands originally like that was the mountaintop that was that was that was the plan to come be a service advisor up here oh okay i didn't know that yeah so i was originally hired to come work as a service advisor at the woodlands i didn't know that okay yeah so that's that's how it went down so that three-month conversation i had with glenn was also can i stay here like i gotta learn from the best i i said i already i already know how it works. If you go up there, I'm going to be buried or I'm still at three months. I was still thinking my mind, like, am I all in like, and if you go put me at a spot that doesn't have someone like Glenn there.

That could be real bad. Like you could, I could, I could vanish. Right. So I was like, I need more time with Glenn, you know, to learn from him.

And so I asked him if I can stay. And obviously he, he smiled and there was no problem for him. So shout out to Glenn on that for sure. He is the reason I stayed in this industry, you know?

And so from there, I worked about a year, I think at 11 months, you guys proposed that I take over this location, 12 months. And obviously gladly they said yes and then had an okay first month here i think we set a record yeah yeah right away it was like 6 29 22 percent net it's like okay who is this guy and then what happened you know let's walk through the next uh you know yeah so there was there's some learning curves there you also worked 30 days in a row 31 yeah you worked the entire bond yeah i'm so excited i couldn't go home yeah you're insane it was because i have to win you know and and i can't i can't do something new and then, and then fail at it and be the reason. So yeah, I'm probably a little over cautious and I'll do whatever it takes to make sure I win, you know, but it's, I probably didn't need to work the 31 days straight, but I also, I knew I was taking over location and anytime you take over a store that people did like the previous GM, they liked them, you know? So I was like, man, what's, what am I walking into right now?

So I ended up just working my freaking butt off nonstop 31 days straight. And I would say I got the trusted the guys pretty quickly, you know, and then from there, you know. It wasn't as smooth as that first month. Yeah, that first month was kind of like, oh, baby, what do we got going here?

And then, you know, it wasn't always so smooth. The first six months, I think you learned a lot of stuff. So, yeah, keep going. That was the most valuable time because that's...

This is 2024, like first half of 2020. Correct. And you guys don't top down at all, which I love. Yeah.

But I will call you guys every day. Yeah. Coupine texts me every single night at like 8 o'clock. It's like, it's classmate.

Yeah, it's nonstop because I'm trying to gain as much knowledge as I can, and I do want to learn more every day. So I made some employee changes in, what is it, January, and one definitely was not very good. So yeah, you could tell, never, never get rid of a hammer. Yeah, yeah.

So that was the biggest mistake, but probably the best one for both of us. So I lost him for a couple months, and then we ended up getting him back, and immediate sales went right back up. He's happy to be back where he started. Boom.

And now it's been a year and a half later. We're both, man, love it. And big, big things have changed for him too in life, you know? So, and that's really what it's all about when it comes to employees and hammers and training them.

But it's... But it was tough. It was tough for six months. Yeah.

Okay. So, you know, you've got the sauce. You're obsessed. You're committed.

You're like, I will. I refuse to lose no matter what. I refuse to fail. Now you have six months to basically garner the experience of like, now I'm the guy when team members have an issue with a recheck or there's a customer who needs a refund or, you know, I'm the guy who has to process payroll.

You still needed some time under your belt to like kind of learn how to execute and operate a company, you know, like a whole shop and be daddy, be in charge, you know? So, so you need a time to figure that out. And then you kind of got your, your reps in, I think six months in, seven months in, and then it kind of transitions into a complete, now, now all that stuff's easy. You know how to do all that stuff.

And then it transitions into, okay, I need to collect and manage the best and most talented people. And so you spent the next 12 months to be quite honest with a lot of people on the payroll. Just quite a few. I mean, there were a lot of people that came through the doors and worked on the team.

And I think, I'll let you talk about this, kind of what did you learn in that period about the difference, the dynamic range, as Steve Jobs calls it, between A, B, and C players. Oh, gosh. So I feel like I am brutal on what an A player is now. Which you should be.

I am literally, I feel like, probably one of the hardest on A players. Which is what we all need to learn. Yeah, correct. Because I've learned and I'm a number, you know, I'm a numbers guy.

I'm a spreadsheet. I got everything dialed in. And so what I was learning is I was, because I was keeping B and C players because I thought they were either good or I liked them or they worked well with guys or they were reliable. I was losing hundreds of thousands of dollars.

Yes. Yes. Oh my gosh. So, and I'm like, well, I talked to my hammers.

I was like, you guys like more money. Yep. And they're like, yes, get rid of these guys. I'm like, okay.

So hammers believe in it too. Yeah. Okay. So it was like, we went from, when I first started, we had, I think 11 front of the house service advisors.

And now we're down to five. We're printing more money. We have way more in revenue. Guys are happier because A players do not like working with B and C.

Elon Musk says A players do not like being around fuzzy thinkers. Yeah, correct. Like people who are just not like, you know, and he's building rocket ships. So those guys, I mean, you've got to be really smart for those jobs.

But it's like they just, man, A players, Michael Jordans do not like being around people who just drags them down. So anyway, keep going. Yeah, and that's true. And that's kind of, you know, when I think back to my sports days is I don't like the guys that would just show up to practice and just show up and not give extra.

I didn't like being around them. You know, I'm in the gym early. And so what we did is we trimmed it down. You know, we did make some, give a little bit of bumps to a couple of guys and then ask them for more, you know, and they, and they gladly did.

And they've delivered since then. But I want to say, what is it? It was a July of 2024, I believe, where it all kind of like kind of clicked. Clicked in your mind.

And I was like, I think I talked to you because I know in an area like I can talk and I can get obsessed and I can, I got to still filter myself, you know, quite a few times. But I remember talking to you like, hey, hammers only, you know, I got Paul pumped up. Yeah. And so...

Man, dude, if you're a GM of a location and you have guys that are not hammers, like legitimate hammers, not potential. Yeah. Like they're ready to go. You're losing a ton of money for not only you, but your guys.

Your techs, your team members. Their families. Like it's not, you can't think of one guy. You got to think of your whole team.

And so these guys freaking, I got what, running three, four guys every day. And they're absolutely smashing it because of that. So Todd's rules are find the right people, make it a great place to work, give them a financial stake in the outcome of the business, performance pay, and train them constantly. How do you know you have the right people?

Immediate impact on sales. The team loves working with them. The customers love doing business with them. And they do what?

They make you money. two of the so let's focus on how do i know i have the right people immediate impact on sales i hear this all the time in the freaking industry it's like man he's just he's getting comfortable, he's coming out of his shell yeah and i think to myself todd hayes does not have a shell, so i gotta i gotta chime in on that you're the only one who's ever had a shell it's funny because i'm the one that made that comment to todd in a gm meeting originally what do you mean and i said Todd said, how's this guy? And I said, well, he's coming out of his shell. And Todd just blasted me in that GM meeting. And he went off for 20 minutes.

And I'm like, okay, that wasn't good. So I was like, he will never, no one's allowed to come out of their shell in my shop anymore. Here's the sports analogy, okay? Immediate impact.

Okay, you are running a professional sports franchise. And we're competing in an industry that is below average at best. If you put LeBron James on a high school junior varsity basketball team, he's six foot eight and he dunks from the free throw line. He's dropping a hundred points like he's literally and they are immediately winning the finals every day.

If you put Saquon Barkley on a high school football team, he is literally going to run over these kids like he's going to destroy them. And so if you can put, you know, even at the pro level, if you put LeBron on the Cavs finals and he gets traded to the Heat, number one draft pick the next year, worst in the league, four years, he comes back right back to the finals. It's literally like if you put LeBron James on the court, it's an immediate impact. If you put Tom Brady on the Buccaneers, they immediately go to the Super Bowl and win.

Like and that's how I feel about our business if Glenn Piccolo if Todd Hayes if me if Jose Garcia get dropped into any shop in the world and I'm gonna give a caveat that it's got to have a decent demographic like any any any reasonable shop in the world even in a bad demographic like we would just kill it because we would provide fantastic customer service we would say yes on the phone we would use technology we would communicate as a team and we bust our tail yeah you know what I mean? And so immediate impact on sales. Hammers do not have shells. It's like the first play from scrimmage you can literally see.

Odell Beckham looks different. You know what I mean? That guy jumps different. Saquon Barkley moves different.

And I think that you have to be as a GM or as an operator, you have to just have the skill of identifying what that looks like, you know, what that athleticism looks like, but in our business, in our sport. So immediate impact on sales. The next two are the team loves working with them and the customers love doing business with them. Those are phenomenally easy to satisfy.

Anybody can be likable. And they, you know, like they're probably, if they pass the interview, they probably are easy to work with and they probably are easy to manage and the customers probably like them. They probably got a good personality, but they just, if they just don't make that immediate impact, and if they don't immediately add money to the bottom line and add revenue to the top line, you might have to take your, take a hard look at it and do our exercise that we do every single month in training, which is checkmark or question mark. We do this every single month in training and i do it every single week almost with our team with our gms and the exercise is check marker x and let me let me ask you a question coupon check marker x glenn piccolo oh easy oh my god stars jose garcia same thing oh my god star stud lebron oh my god stud uh brian scalabrini uh who well yeah exactly you know what i mean he's I know who he is.

The White Mamba, yeah. But it's like... Great role player. The number of times I've been in a conversation and I ask how somebody's doing and they go...

They pause, you know what I mean? Or man, they're doing, they're doing good. That is not what I want to hear. What I want to hear is, oh my God, dude, I love coupon.

Oh my God, dude, I'm blown away by that guy. That's what I want to hear. Like, oh my God, LeBron, dude, he did. He dropped 40 last night.

Like, like the, that is the answer. The time between you hearing the question and answering the question should be 0.1 seconds. It should be inevitable. You should be in awe of the people that are on your team.

And if you're not, they're probably not the right people. And here's a good exercise. If they came, you know, I listened to this podcast called Founders. Shout out Founders.

I know I've been talking a long time here, but it's so good. And there's this guy named Brad Jacobs on there. Okay. And he runs like a billion dollar logistics company.

And he says he tries to think of them as A players, B players, and C players. He goes, I try to imagine just like we do, they come and they quit and they put their keys on the desk and they say, they say, Hey, I got another offer somewhere else. I'm sorry. There's nothing you can do to save me.

You know, me and my family, we're moving across the country. You know, we're going to change, you know, career paths here. And a C player, nobody likes firing people is what he says. And a C player, you go, you think to yourself, oh, thank God.

You think to yourself like, oh, I just, I'm glad I don't have to fire this person. This is great. A B player, you think to yourself, I prefer that this didn't happen. This is, this stinks but it's not the end of the world we'll find a recruiter you know to find us like we'll find somebody to replace them but i would prefer that this didn't happen an a player is i'm having a panic attack yes and i can't i i'm not even listening to the words they're saying because i'm just imagining holy crap what am i going to do without this person and i'm i'm literally having an attack you know what i mean like if they came and put their keys on the desk Would you drag them by the ankles and save them?

That is what an A player is. And if you would think to yourself. That it's fine, then they're a B player. So I have so many more thoughts on this, but Chupon, what do you think about it?

No, I totally agree. And again, I've gotten a lot harder on it is because all I want is A players. And right now I look at my staff and it's like, that's what we're geared on. And you can see the ticket average skyrocket, you know?

So man, I get a little anxiety if some guys are throwing desks on there. I don't tell them that, but it's just, you know, let's keep that, you know, but that would be hard. And I've had guys leave, you know, And one thing I've learned in time is when you have B and C players, man, if you're straight up in your interviews, you're not firing anyone. They quit on you.

Yes. Right? Like, that's the way I think about it. It's like, man, you promised me you were going to do this and you didn't do it.

So our contract is now void. Right? Now, it is hard because you do think about people's families and whatnot. But at the end of the day, like, again, you don't have to always think you're taking care of much more than just one person.

So, man, they literally kill you. They literally destroy your business. Jimmy Johnson, you know, he's the head coach of the, everybody knows Jimmy Johnson, the goaded head coach for the Cowboys in the nineties. He said in this Netflix docuseries that I watched about the Cowboys, he goes, everybody thought cutting people was hard, but that's the worst part of being a head coach.

He goes. Don't think so i don't think i think it's easy the way he said it i was like damn this guy's cold you know he's cold-hearted he fires people and it's like that's just not the case there's 19 other people in the shop whose livelihood depends on us providing spectacular customer service and if you can't throw the ball and you can't catch the ball and you can't run fast we are going to lose the game yes and if we lose the game people lose their jobs the head coach gets fired the freaking offensive coordinator gets fired the people get traded and it's like the you know the stands if we lose the game there's not as much concessions being sold there's not as many tickets there's not many tv rights like we have to win the game and everybody's life depends on it and i'm gonna think about everybody else's life and that's why todd's todd's special gift it's like it's not obviously it affects him he cares about people but we make it very clear in the interview it's like you're telling me you're a stud you need stud money if you're not a stud I'm gonna fire you do you want to take the job and they say yes. It's like it's even still it's still hard to fire people. But see, I think it's again, I know I've told you this comment.

I was like, I told the guys I'd like I'd have no problem firing my mom if she wasn't delivering. And, you know, my mom's going to deliver, though, you know, but it's a but it's like that's how that's how it is, man. Because it's like if as long as you're straight up, again, it's it's it's very easy if you're straight up. Just don't don't let it drag on.

Like that's when it gets it becomes a problem is when you let it drag on forever, you know, or you get lazy recruiting. And always be recruiting, right? You should always be doing that. So that way you're never kind of handcuffed by, by crappy people, you know?

And so, man, it's, I went through some of those guys, but now it's, it's way more enjoyable now. It's so much more fun with just a players. It's so fun. I can't wait to get up and go to the shop.

That's like how, you know, you have a players, you know, average people, like we say in training will literally ruin your life. They will destroy your business. They will destroy your family. That's a literally what happened to us.

I'll never forget looking on the security cameras at Adams Automotive in 2020 before Todd really got his, you know, roots in the company and people are in the back shop. Boxing with their shirts off drunk. You know what I mean? And it's like, that's not the environment that is acceptable today, but that's the environment that existed in my family's business for a long time.

And it exists across the entire country. You know, people are grilling fricking burgers for their techs thinking that's company culture. It's like, no, dude, like company culture is techs running massive hours and being able to fricking take their family to Disneyland. Ask those techs if they like those BNC players.

It's like, yeah, dude, the techs will tell you, man. They will literally tell you. I don't want that guy. B player.

People will nice guy themselves all the way until there is plywood on the door and they are going out of business. And guess what? When you go out of business because you have a guy with a $400 ticket average who you know his family, you know where he comes from, you like him. He freaking comes to the bowling parties and like you guys have dinner together and it's great.

When you go out of business, that guy goes and gets another job and it's fine, you know, but you have, you go to zero, you know, as an entrepreneur, you risk. Literally everything you know how hard i know exactly that is you know and so yeah i just cannot at the end of the day once you learn the ropes which you have now learned and now you're learning much bigger ropes which is really fun you're just a collector of people man collecting and managing, great people and if you don't have great people you don't have anything and that's that's the that is the fun part so you know you actually i i don't even like i was i think i said to you a couple months ago i was like i don't even really like hiring nice guys yeah like i want i want guys with gray area have an edge to them. Chaotic. Yeah, because I've seen guys, and I have guys like that, but now I consider it, I said the same the other day, don't think i even have gray areas i think the gray area guys are the b and c players yeah it's a gray area to not be a hammer yeah correct so like i look at it and i look at these guys i got guys getting married guys freaking out of debt guys you know guys are nice to each other they're respectful like saving for retirement no one wanted these guys and it was like i mean these are these guys are making me better yeah like it's not just i'm not to make i'm not only helping them.

They're helping me, you know, and I respect them a lot. And it's like, you're missing out on that. If you don't get guys like that, you know, those guys will give you everything. You want to, uh, you want to walk me through your thoughts on managing people, that maybe have the gray area?

Like. It's Rodman, man. It's really difficult. So why is it difficult and why is it, but why is it also so worth it?

You have to do it. Okay. So you have to do it. I know GP understands it very well too.

You know, he does a great job over there, but it's, you have, you have to, I've mentored people on this. And so you have to come to the conclusion that they're not going to, you can't snap your fingers and they're going to be fixed. Yeah. It is a thing that takes time.

All you're looking, you have to let them get better every day. That's what you're looking for. And then also expect, and your team, you need to coach your team. Not just the gray area guy, on all you guys hoping this guy become a better man, you know, or woman, depending on if you have one.

But it's every single, single day, like literally nonstop, all day. I'm calling him before I come to work. I'm calling him after work. Really?

On a day off, I'll text him and just say, hey, man, I saw a picture of you with your family that looked amazing. I hope you guys are having a great time. I'll even tell the guys that aren't struggling to be like, hey, did you reach out to him and just say, man, happy birthday. You know like and show them like that if a guy's struggling mentally and a broke car comes in that's an mvp customer and one of my guys that's rolling gets it i'll be like hey man dude's been struggling man he's a little down if he's down what i can do as well can you give him that ticket you know we do things like that but man i don't want anyone out without a great area in this at this point like obviously take a hammer that's really good but it's a i don't know there's like a real reward, man.

They, they, they make me feel better every day, you know, and it's, and I've just seen them change so much and you guys have seen them change so much. There's in the same way that we're not in the auto repair business or in the hospitality business. At this point, you're not even in the managing a shop business, you're in the, managing and cultivating people business. I don't talk about anything about auto repair in the shop all day.

Ever. Ever. Except for don't touch non gravy stuff. Yeah, we work on that.

Oh, great. Gravy only. Gravy only. Yeah, yeah.

Which is a totally different. Tell a hammer not to sell something. It's a totally different podcast topic. At the end of the day, you know, like we're in a people business.

And if you get people that can hit home runs and they can dunk from the free throw line and they've got swag, they can do all that stuff. Like that's why they got the big contract. You know, that's why Antonio Brown got the big contract. Yep.

But he's not getting in the Hall of Fame. No. Because he ruined his life. That's the end goal is the Hall of Fame.

Like, literally, Tom Brady tried so hard to manage that gray area hammer. He tried to live with the guy. He literally tried to live with the guy. Live in my house, Antonio.

And he still, because he knew, he was like, there's just not that many people on planet Earth that can catch a football. Correct. Like this guy. Yeah.

You know, he's got some difference. And and he went to even to the extent of living in the same house with the guy. And it just still didn't work out. That's going all in.

At least you gave everything you had. He got it. So anyway, anything else you want to talk about? We got a few minutes left here.

You know, you're a big data guy. Do you use data i know a lot of times gray area hammers just think they're the best yeah but then you put data in their face and then maybe it's like a different it's like easier to coach them with that or something do you have any thoughts on that yeah because i remember playing back in the day and we got a couple minutes but it's back in the day i'd play in a basketball game and it would be guys would be like oh i had 20 points and then we'd look at the stats they'd have seven yeah and you're like okay that's way off so i kind of incorporate that here it's like guys are like oh i had 18 000 in sales today i'm like dude you had 11 000 in sales yeah yeah like and they're like oh you know and it gives them a realistic look at what they're actually where they're at and it also lets them compete against each other i want to be in the cage and like a dog and you throw the meat one piece of meat for all the dogs and we're all going for it you know so it's like that's how we our culture is but it's fun though you you told me this story about you know i know this is a side to bar but you told me this story one time about what your strategy would be when a parent would you know bark at you for not playing their kids so much bring them to practice and have me in my life. So, you know, you'd have parents who'd be like, hey, man, my son's really good at basketball. Like, I need you to play him more.

How would you handle that? Good luck. Okay, so this is very unorthodox, but I would invite the parent to the practice. Most coaches do closed practice.

I was like, you know what? You're more than welcome to come every day. And then I would go ahead and let my starters tell them, I would say, eat this guy alive. His parents are coming to the game.

They think their kid should start over you guys. and their dude would get their parent. No parent ever came to two practices. Yeah. It's like, like you put your best kid on them and say, don't even let them touch the ball.

Like don't even press. Yeah. Like destroy this kid in front of his parent. That was really your mentality.

You really did that. Yeah. Like more than once. Oh, a lot more.

Cause every parent thinks their kid is better. Yeah. Right. When they're sitting on the bench, you know, of course my kid's better than the guy starting making mistakes.

So yeah. I'm going to put, I'm going to rub the parents' face into it, you know, and it's, uh, and it's, it's, it's, they never came back and it was always good. And it was really good because now that bench player really understood and he understood his role, which allowed us to win, win leagues, you know, championships, you know, so rub their face in it. Everyone accepted the role.

They all understood Belichick, do your job. And that's the mentality we had in our, our teams. And that's what I have here right now. It's like, we're going to do our job. that is so funny it's like this is a meritocracy like you get to play if you get in the tesla and you freaking listen to podcasts for an hour both ways and learn and become the best you get to play if you can shoot you know from three-point line and and score 40 like you get to play but if you want to come in here and you want your parents to save you and get you playing time that's a handout And like, I'm going to put my best player on you and they're going to destroy you.

And it's and it's it's not that sounds bad, but like people think they are an A player. They really think that they are a superstar mega hammer. And I think data is the best way to basically communicate reality and the truth. It's like this is your performance.

And we work very hard on AI tools to track everyone's true performance. Yeah. And then the rest of it is just mentoring and coaching these people to change their lives, you know, and to improve their lives. Because if they're happier in their personal life, they're happier in their marriage, they're happier, you know, in their fitness, in their health, in their savings financially, like, they're going to perform better and take care of the customers.

The customers take care of us. And then, you know, we get to have a great business. Yeah. And in the sports world, it's all about analytics and film.

Yeah. Right? Like, their training just comes with it. Right?

But that's how all pro sports and college and high school now are all analytics. Yeah. You know, and that's, that's numbers don't lie. Well, man, I think it's been exactly an hour.

So Cupine, thank you, superstar. Thank you, superstars for listening. This has been electric. This has been master tech to millionaire from courtside.

The number one good year in America presented by auto shop answers. Thank you guys so much for listening. You know, if you haven't heard of us or heard of auto shop answers, please look us up on the internet. We've got monthly key to key to callbacks training on our, our perfected business concept as Todd calls it, in Houston, Texas.

And then we've got advanced courtside in the trenches training in the facility that I'm at today, which is at our Woodlands location. It's beautiful. We've got a, I think in January, we have our first courtside, right? January 17th.

And it's going to be all about just like, what do I actually do every single day? How do I manage superstar people? What does the flow of the shop look like? It's going to be awesome.

So it's going to be so fun. It's going to be sick. So anyway, thank you guys for listening. We'll see you next time.

Can I get a boom on three? Coupon, one, two, three. Boom.