In this episode, Tersh introduces himself, and we go over some of the top things that will be covered in this podcast.
Tersh Blissett: [00:00:04] When someone says, well, how are you all doing? Well, we're busy, does it mean that you're making money? Well, yeah, we have money in the checking account, but is that because you're robbing Peter to pay Paul? Is that money that's supposed to be paying a bill and you just haven't paid the bill yet? Or are you actually making money, making money, money, money?
Bryan Orr: [00:00:28] You found the Service Business Mastery Podcast with Tersh Blissett, the Service Business Mastery Podcast is the podcast for service business owners, managers, and those who work in service businesses who are considering going into business for themselves. I'm Brian or the host of the HVAC school podcast, and I'm honored to be hosting these first few episodes with Tersh. So today's episode is all about an introduction to Service Business Mastery Podcast. So I'm here with Tersh and we're going to be talking about service business mastery, as it turns out, which is convenient, given that that's the name of this podcast. So thanks for letting me come on in the first couple episodes of your podcast, Tersh.
Tersh Blissett: [00:01:07] Absolutely. You're welcome. Anytime.
Bryan Orr: [00:01:09] So Tersh and I were discussing a lot of hard and fast business facts. And then we were also discussing what you call the sound that a goat makes.
Tersh Blissett: [00:01:18] It's not a bar, it's
Bryan Orr: [00:01:20] Not a bar, and it's not a nay. It's not a well, actually, this is true. Like any call a cow, a cow moos. Right? Correct. But is there a technical term for what that is? I just really not good at my animal husbandry.
Tersh Blissett: [00:01:31] Let me ask my kids. They would probably know
Bryan Orr: [00:01:34] Probably know better than we would. So enough about animal noises. By the way, if you do know the answer to that, then please message or email us, because I really do want to know what the technical name for those sounds are. I probably just Google it, but why Google when you could just talk about it on a podcast? So this is the Service Business Mastery Podcast where we're going to talk about when I say we, I mean, Tersh is going to talk about everything related to having a good quality service business. And obviously we're both AVC business owners. Tersh also does plumbing. I do electrical in my business. But these kind of truths that we're going to talk about that relate to service business, apply to a lot of different types of service businesses. If you have a business that you're going to be traveling around, especially you have a distributed team going out and doing things at other people's facilities, there's a lot in common. I'm trying to think of what maybe a farrier, if you're a farrier out there, that's a service business. These tips may apply to you. So today in the podcast, we're just going to kind of introduce Tersh him and his business and what he does and why he's doing this podcast in the first place. So there you go. I got you all set up there.
Tersh Blissett: [00:02:37] Perfect. Another business that this will help is a locksmith. I have a couple of friends who are locksmiths here in Savannah, and they use a lot of the same business techniques that I do, same despatching software, that type thing. So a lot of this stuff is not just specific or plumbing specific. We're going to be trying to tackle the entire service industry, maybe not necessarily so much as a restaurant or a bar, a little bit different. This is going to be more of the services that you go to the end-user, you're going to go to people's homes or businesses and help take care of their needs. That's where this podcast is going. We're aimed towards new business owners, long-time business owners that are still in their van or truck, and they're trying to figure out how to get out. So if I'm running around the truck and I'm tired of being in a truck, I've been saying for years, what can I do to get out of this van? I am so sick of running around his van. Or maybe you love running around the van. You just want to add some more people onto your crew and maybe just catch the calls that sound like fun. I know that's what Brian does. He just hangs out in the office and has like his dispatcher on, like an intercom right next to him and says, oh, this can be a good call. Let me go out of that one.
Bryan Orr: [00:03:54] That sounds like a capacitor. I want to go
Tersh Blissett: [00:03:56] Let me go get
Bryan Orr: [00:03:57] That capacitor. That's something I can handle. It sounds simple enough for me.
Bryan Orr: [00:04:01] Maybe that's your ideal end game to just right around be tech support for your company. And our goal is to overload you with as much information and knowledge that maybe you'll get inquisitive, ask questions. We have a Facebook page. We have a group. You have the blue-collar roots network that we are probably a member of. So you can ask any of the guys there. We have a whole bunch of guys that are in the network that you have a question we can all brainstorm together. That's the great part about having a network as we have in future episodes. You'll hear guys that are not even in the air conditioning industry. We're bringing in some guys from outside the industry. We really can brainstorm and get things from outside of our industry to help just shed some knowledge. That's a great thing about technology. Kind of the end game goal here is to bring people in from outside of air conditioning and plumbing, electrical. You're locksmith's your bring everybody in together and let's just brainstorm together and discuss things. Work in our industry. Don't work in our industry. Well, it does work in that industry and it may not even be industry-specific. Our goal is to kind of take advantage of the fact that we have the Internet, we have podcasts, we have the ability to communicate worldwide and figure out what works and what doesn't work. And that kind of rolls into another thing. I'm not a. As Coach Bryan's, not a business coach, we're not here to sell you anything. We're not here to tease you with just enough information to where you come back and pay for our five-day course.
Tersh Blissett: [00:05:39] That's going to cost you fifteen thousand dollars. We're here to truly give you as much information as possible. And I'm going to give you things that work for me and I'm going to give you things that work for friends of mine who are in the industry that I haven't tried yet. But I know that it worked for them. I know that they've been successful. I've talked with them. I'll probably interview them. But the biggest thing with the information that I have to share is implementation. You can implement three of the four things and not have the success that you expect. Implementation of everything that we give you is going to be key to the most success. If I tell you all of these things that need to be done or I have done and has worked great for me. But then you refuse to follow up with a customer that's angry or you refuse to answer the phone call or you refuse to reply to email in a timely manner. Those are crucial elements that can cause your business to really struggle later on. Will, one of the episodes is going to be about reviews, how important they are to your business, how to get reviews, should you reply to bad reviews, is kind of a no brainer that you should. So we're going to give some points and some tips on Google's best practices, Facebook's best practices, Yelp home advisor. We're going to delve deep into that.
Bryan Orr: [00:07:01] So what I want to say is what makes this podcast different is what Tersh mentioned is that we're not coaches and that's a good thing and a bad thing, frankly. I mean, we don't coach people day in and day out. We run businesses. And so there's not taking anything away from people who do professional coaching. But what I think makes what we're going to share here different is that we're speaking from experience. We know the struggle. Both Tersh and I have been guys in the truck ourselves. We get that you can say things all day long and you can make nice tips. But the real work is done when you try to apply that, when you're already working until eight o'clock at night and you have a guy who calls in sick when you know he's not really sick and so on and so forth, we have all these types of situations that plague a real business. And so we're going to talk about it from a very, very practical standpoint, which leads me into what I want to ask you, Tersh, is if you wouldn't mind telling us about you, like, how did you get started in the service industry? And then tell us a little bit about your business and why you wanted to create this podcast in the first place.
Tersh Blissett: [00:08:01] I'll give you a little overview of my entire history in the industry after graduating high school, joined the Georgia Air National Guard and then started working at a chemical plant with my father here in town, International Paper, their chemical division. I worked there for about a year and actually growing up, I had a long time friend who was in the industry. He worked for air conditioning company here in town, and I was always intrigued. He would always come home in a service van. He lived right around the corner from me. He would always talk about the things that are really technical, and I became more and more interested in what that industry had to offer. So eventually I got to where the seven day swing shift was just not my cup of tea at the chemical plant. And I reached out to him and said, Hey, do you think he can get me a job over there working where you're working? And he said, Well, I don't know if I can get you a job, but I could definitely get you an interview. So I went in for my interview. I spoke with the owner of the company and the service manager. Both of the guys are extremely knowledgeable and they offered me the job that day and I started and then I put my two weeks notice in two weeks after that, my buddy quit quit the job at that company.
Tersh Blissett: [00:09:18] So it was funny because the service manager, Brian, he comes out to the van and he's like, So what do you think about your buddy who gets you a job? And then he quits. Understood what Brandon had going on. Then the next Friday, another technician quit and then it wound up being me and one other guy in the service department because, throughout the three to four-week period, I moved from being an install helper to service to helper apprentice. And that Friday, the other technician already had something going on and the service manager said, hey, you want to take call? I said, sure, I'm a quick learner, but I don't know that I know the ins and outs of being on call. I said, Well, you shouldn't get any calls is our slow season. So he gave me the pager. And to this day I still hear that pager in my dreams that we can must have gotten fifteen thousand service calls. So pretty much Brian was on the phone with me all weekend and basically came out to. Job sites and walk me through everything and for the next several months shadowed the other service tech and I learned a ton of information just by getting thrown out there. I wasn't afraid to call on that type person.
Tersh Blissett: [00:10:40] If something doesn't make sense to me, I'm going to ask I'm going to question everything. I don't want to know just how to fix it. I want to know why I broke what caused that to break and how do we prevent it from breaking again in the future. If I know all that stuff beforehand, then it's a lot easier for me to diagnose things in the future. And I learned that really fast. So I got really close with the tech support guys with training. As soon as they pick up the phone, they wanted to know, have you checked yourself? Call your superheat. What your pressures, what are your bolts or your amps? And if you don't have that stuff, Bill would just hang up on you. So you get all the information, you call them back. And a lot of times you get all the information and then everything just makes sense. You've already figured it out on your own. He really taught me a lot. We've never actually met in person, Bill. He retired, but he taught me so much over the phone just by not telling me the answers, by forcing me to learn. I really appreciated that. And Darren Darren still is with the train company. And those guys just they force you to learn versus just telling you the answer, which is a plague in our industry.
Tersh Blissett: [00:11:48] You get a senior tech who doesn't want to go through the whole rigmarole. So he's just going to say, well, the answer is, is a capacitor or the answer is you got back compressor. What are your pressures? Have you tried pumping it down? You got back and pressure. So the guys that really mentored me growing up with the other service tech, his name was Woody, the guys from Train, they all really did a good job with helping to mentor me and teach me a lot of things. Not too long after I was in the service, Brian left. He had his conditioned air license. He had had it for many, many years. Good opportunity happen. It came upon him. He left, started his own business that opened the void as the service manager position. And at that time, we weren't a huge company. We had lots of customers. We only had three service technicians, I believe at that time, and one installed crew. So it opened the door for me. I had the opportunity to go and move into the service manager position and I was in that service manager's position for about five years. Then I went over and did install management as well. And I learned a lot about the business through those five years.
Tersh Blissett: [00:12:57] Well, the seven years between service manager and install manager, it wasn't my company, but I felt so connected to the company that I was going to do whatever it took to make that company succeed. So I really took it personal. Whenever we did not succeed in a certain area. I really wanted to know the business side of things as far as how to make a business profitable. At that point, I had no idea about the true business side of things, the reports and that type of thing. What I did learn and what I practice and I gained a wealth of knowledge with was the no side of a service department and install department and what a fully loaded laborite is what gross profit per M&A is. There's so many things that a service tech installer do on a daily basis that if you just keep track of what the service sector doing, what the installer is doing, you know, the health of your company, when someone says, well, how are you all doing? Well, we're busy. Does it mean that you're making money? Well, yeah, we have money in the checking account. But is that because you're robbing Peter to pay Paul? Is that money that's supposed to be paying a bill and you just haven't paid the bill yet? Or are you actually making money?
Bryan Orr: [00:14:12] Will you have a real advantage being that you were a service manager before you started your own business in that you got to see at least some of the numbers side? Because the challenge that I think a lot of the people who are listening may have may have in business is that they were good at what they did. They were good at the work, but they had almost no business experience before they started their business. That's very, very common. And so you had some advantage to be able to see some numbers and see some things before you started your business. But if you wouldn't mind, tell us a little bit about how you started your own business and what you learned as you started down that road.
Tersh Blissett: [00:14:45] A lot of things that you're overwhelmed with right off the road, even though that did know a lot of numbers from the previous company. I knew how things were and all that with me starting out on my own and just being a one man in the truck, some things were easier than they were at the previous company. Some things were more difficult. Obviously, I didn't have a name out there. I refused to steal customers. I absolutely starved to death before I took a customer from the previous employer. So I knew without a shadow of a doubt that I was going to have to go get new customers. That was not a strong suit that I had whenever I was at the previous company. I'm a numbers guy. I was always a numbers guy. I was never a salesman. So for me to go. Go out and sell myself to a new customer, a new client, and they say, well, why are you better than this company here? Well, I can be here quicker, but that's not true because they have more services than I could say. Well, I'll have better prices. Well, maybe. But I also have to pay all my bills. Maybe my prices are the same. I start started questioning myself. Am I really a better fit for them than the other company without lying to them sometimes? No, I wasn't a better fit.
Tersh Blissett: [00:15:57] I was further away from them so I couldn't get there as quick. I had less service techs. It was a real reality check whenever it came to starting my own business, whenever I started up things, a lot of the things that I did learn once I just sat down and said, OK, this is for real, I'm going to do this. I have to make this work. I'm not interested in going to work somewhere else. I really want to do this for myself. I started delving down into a lot of books and a lot of the things that the authors mentioned in the books really just clicked with me. It made sense. So a lot of things that I didn't know right off the bat, insurance, that's a big thing. Do I need insurance? I'm just a one man show. So a lot of people were saying, well, if you're just by yourself, you don't have to have insurance, you don't have workman's comp, you fall under some policy. I don't even recall the name of it. But then other customers would require you to have a million dollars worth of coverage. And so then you have to weigh, OK, is it worth getting this customer to pay the extra amount of money to have this insurance and then ultimately decided it's in my best interest to have the insurance no matter what, and I don't want to skip under the radar.
Tersh Blissett: [00:17:05] And so then whenever you do that, you have to adjust your pricing accordingly. You can't be the cheapest guy in town if you're carrying two million dollars worth of insurance and a million dollars worth of insurance on your vehicles. That was a big thing. And if you don't have customers and you have three million dollars worth of insurance and you're sitting on the couch, that's a hard pill to swallow. So you really got to get out and hustle. You've got to hit the streets. You got to network. Those are things that I didn't really have to do. Whenever I was at the other company. The phones just rang. The other company was in business since eighty eight. So they had a large customer base. They were real well known in the community. So the phones always ring. It was just the way it was. But one thing about the other company was whenever I was there, it wasn't the technological age. We didn't have phones, we didn't have all those things. Google was pretty new. Facebook wasn't even there. So those things were a real advantage to me. Whenever I came into the industry, whenever I became an owner, that part of the networking really helped out a lot. I was able to go after people in that way and establish a customer base there and then create a history online so that even though I was a small company, I appeared larger than what I was, which was very helpful with some customers.
Tersh Blissett: [00:18:23] But going back to the things that I really didn't know, the things that were shot, the biggest thing was the insurance accounting, making sure that all of your paperwork was completed and then collecting money. That's a big thing, the reports. And then who's on your balance sheet? Who owes you money at the end of the year or into the month, into the week, whatever it is, if you have two hundred fifty thousand dollars in outstanding people owe you money, that's really going to be a hard pill to swallow. Whenever you're only doing four hundred thousand dollars a year on your you can't have that kind of money out there. People lend you money, that's your money. And to have that conversation with them, sometimes people get offended when you call them. Sometimes people are upset that you called them asking for money. But as a business owner, as the manager, you know that when they called you. Yes. You were sitting down eating dinner with your family. You got up, you went and you took care of their air condition and you took care of their plumbing. You took care of their electrical need. They didn't have lights in their kitchen and they had family coming over. You dropped what you were doing.
Tersh Blissett: [00:19:31] You went out there and you took care of the needs that they had. And they understand. They know that you dropped what you were doing and you come and took care of them. They're just trying not to pay the bill. Basically, it's the way that I found to be or they were trying to delay the paying on the bills. The biggest thing was we would do a lot for apartment complexes. And the managers of apartment complexes sometimes will get bonus based off of the amount of money that they spend or the lack of money that they spend for a month. And so sometimes they will wait and pay all of your bills one month. And so you could be sitting on a bill. They may be sitting on a bill for six months. Hopefully, they wouldn't sit that long. But I have several customers in the past who have waited six or eight months to pay a bill, and they paid everything in one bill because they get paid. They get bonuses based off of the. Out of money, they saved the company and then they just bunch all their bills up into one month and pay their outstanding balances and just take a loss that month on their bonus. And the great property managers, they'll tell you what they're doing. They're going to say, hey, look, I'm trying to get such and such bonus this month.
Tersh Blissett: [00:20:43] Is it OK if I pay you in 30 days, in 90 days, whatever? If someone ever came to me and said that typically nine times out of ten, I'm like, yes, that's fine. Go ahead and do that. As long as you're up front with me. Where I'm going to get frustrated is if you lie to me constantly. Oh, the checks in the mail. Can you do this? I promise you, we've already mailed out the corporate has it there. I don't know what their hands are tied up in. And finally, I just bypass the property managers and would go straight to corporate and corporate, say, well, we don't even have that invoice. We see where you have a P.O. The property gave you a P.O., but we don't have the invoice from you. I said, well, here, let me show invoice, let me email your invoice, and I'd get paid in ten days and have a ticked off property manager because I bypass them. That's not my end game. That's not my goal. I was not wanting to bypass that property manager. If that property manager had been honest with me, I could have said on that two hundred dollar invoice, three hundred dollar invoice, thirty five hundred dollar invoice, whatever, if they had been honest, but they weren't honest, they were lying to me. So that's one of the biggest struggles is understanding their game.
Tersh Blissett: [00:21:55] Whenever you first start out. I talked with some of the old-timers in the industry and they're like, oh yeah, that's what they're just holding that so they can get a bonus. Like, well, jeez, I'd be nice to know before I got all frustrated and lost my cool with them or threatened to dump them as a customer or not go out and catch a service call for them. It would be nice to know what their reasoning behind the and that's the biggest challenge for new guys in the industry and girls in the industry when they come into it, is the things that the business owners never told them, even if they were a service manager. I was a service manager for several years and had no idea about a lot of these things. And the owner of the other company, he wasn't hiding things from me. It just wasn't things that I needed to know. I was an accountant. I wasn't a bookkeeper. I didn't need to know all that information. Sometimes diarrhea of the mouth is a bad thing whenever an owner is just constantly bombarding you with their problems. Hey, look, we're not going to have a pony this month, blah, blah, blah, blah, but it turns into service techs just looking for another job, basically, or they're just sour with listening to that conversation all the time.
Bryan Orr: [00:22:59] All right. So you've been in business now, what, four years for yourself? Something like that.
Tersh Blissett: [00:23:03] We're right at four years.
Bryan Orr: [00:23:04] And you've seen pretty consistent growth in your business. And in fact, you actually had a pretty decent even first year in business. Tell us a little bit about the path that you've taken as far as the growth of your business?
Tersh Blissett: [00:23:13] With my business structure, the current business is myself and a partner. We started this company the first year when we joined forces. He had a few customers. I had a few customers. And into the first year, it was not a very long year, actually, because we started the company in the beginning of August, but the end of December we were at two hundred and forty five K we're at two hundred thirty five thousand in revenue. So I mean we were really rocking and rolling. We came upon some customers who had a lot of problem systems, so that really helped out. We focused so much on property management companies. We do a lot of property management. So this helped us out a lot. As a small business, it's really going to help out a lot. The second year we did about six twenty five ish by the end of the year and then we pretty much doubled it. We've been on a pattern of about one hundred percent growth and I really wanted to do that again this year. But I also wanted to focus on changing up a few things here and there. I want to try some things. So our third year we were at one point two million and then by the end of this year, we should be at one point six million. So obviously that's not one hundred percent growth. I wanted to be at two million at the end of this year. It's not going to make it. We have had a rather mild summer and a mild winter. So it was really weird situation. So that along with us trying other new things, we haven't grown the same way that I wanted to grow. But we're still continuing to grow. And as I implement everything, even the things that I talk about aren't things that we do personally. But I know that they work for friends of mine. They work for other companies. So I do plan on implementing them and I plan on getting that two million mark next year for sure.
Bryan Orr: [00:24:50] All right. So this podcast, we're going to cover a lot of different topics that are going to be good for new owners of people who are just out in the truck for the first time. And they want to know how to set up a proper business, maybe even some people who are thinking about starting a business, long time owners who are maybe more in that veteran phase. And they're looking for new ideas, managers, service managers, installation managers, any type of manager, depending on the type of business that you're in. And then also we're going to be talking to people who are in that phase where they're still in the truck are they're still doing the work and maybe they want to spend less time working in their business and more time working. On their business and wanting to know how to kind of make that transition, and then we're going to have a lot of technicians listening to this know both Tersh and I are well connected into the HVAC technician community. And we hope to kind of reveal to technicians what it actually takes to run a business, because there's a general feeling in the industry that the owners are the ones getting rich and having all the fun and the technicians are getting beat on.
Bryan Orr: [00:25:48] And, you know, maybe in some circumstances that is the case. But that certainly hasn't been both our experience. And so we want to kind of show a peek behind the curtain of what it's really like to own a business and Tersh kind of reveal the size of his business. I've been in business now for 12 years. Similar situation where it's a partnership. Me and my father started it together. I run the air conditioning and all the service side of the business and he does construction. We've grown over those 12 years from just me being the only one in a truck to now having 60 employees. And our service side of our business alone will do about seven million this year. So we've taken that kind of the same general path that Tersh has taken, only just doubling it all the way up to the 12 year mark and not quite. In fact, we didn't grow as quickly as you did, Tersh. So you've done a really good job of the first few years. We really struggled. Of course, it was also we started in two thousand five, so we had a pretty bad economic crash a few years after we started, which was challenging.
Tersh Blissett: [00:26:39] I got in the industry in 2005 and I was a service manager in that twenty eight time period. And a lot of the companies around us were new construction guys and they were rock and roll and new construction. And then they all got into service in twenty eight thousand. Munish, because I seen that that was kind of where they needed to go because the housing market obviously crashed. So that really created a challenge for us in 2008 and 2009, 2010. How do we combat against these guys that are used to new construction prices and they are going out and doing a service called for forty five dollars. And we're you know, how do we even have that conversation to start with on the customer? So, yeah, I can feel your pain on the twenty eight year model. Obviously it wasn't my company, so I wasn't really sweating it like you would have been sweating it because it would have been in your own business. But I definitely remember the challenges back then whenever we were facing people who really didn't have the money to pay their bills.
Bryan Orr: [00:27:35] All right. So this episode was really just an introduction to Tersh his business. What we're going to be talking about in the podcast, there's going to be a lot of very specific topics that we do. We've got some very kind of deep topics that we're going to be getting into in future episodes like Tersh mentioned, Service Business Mastery Podcast, part of the Blue Collar Roots Network, which is a collection of a bunch of different, really good podcasts. A lot of them are in the space. And again, we're going to talk about a lot of things that are very specific, but a lot of things that go into all of the different service businesses. Here at Service Business Mastery Podcast, you can find more about all of the podcasts that are part of the blue collar roots network by going to blue collar roots dotcom. Pretty obvious you are out there and you can listen to all of them, including this podcast right there. I do suggest that if you do want to listen to this regularly, use a podcast app. If you have a iPhone, you can use the podcast app right on your phone. Subscribe, give Tersh or review. Let them know that you either love or hate what he's doing. It's always good to start off with a one star review. We'll talk about that later. Just kidding. Don't give a review something above four. We're not saying you have to give a five, but just above four would be perfect on the reviews. Thanks, Tersh for doing this. Our next episode is actually going to be on despatcher responsibility, so I'm looking forward to that.
Tersh Blissett: [00:28:45] And also, don't forget, we have a Facebook page and a Facebook group. That's a really easy way to give some feedback. Also, we obviously want your five star review. We want your four star review,
Bryan Orr: [00:28:54] Four and a half star to five star review of
Tersh Blissett: [00:28:56] Ish. But if you do have some constructive criticism, any kind of recommendations, if you have some burning desire to be on the podcast, if you want to be scrutinized and that kind of way, let us know, reach out and on the podcast or reach out to me on my personal Facebook page, our Facebook group and invite share.
Bryan Orr: [00:29:17] Yeah, it's easy to find. So the group is just Facebook dot com forward slash Service Business Mastery Podcast. So that's Facebook dot com for its life service business. Mastrianni if you want to find the group, just go and Facebook and type in Service Business Mastery Podcast and look up the group and join. And if you know the secret handshake and the special decoder ring, then we might let you in. All right. Thanks, Tersh Looking forward to doing this next time.
Tersh Blissett: [00:29:40] Thank you sir.
Bryan Orr: [00:29:51] Hey, Brian, here again, one thing that I wanted to mention, just because, you know, it's not nice to ask for things in the company of the person that you're asking for it, but he would really appreciate it when I say he. Of course, I mean, Tersh he would appreciate it if you would go and subscribe to his podcast. You can do that on the podcast app. You can do that on Stitcher. You can do that on Google Play now because this is the first episode. Sometimes when I release it, you may hear this and you may say, well, I can't find it on iTunes, I can't find it on Google Play. Well, sometimes they release the first time a little differently. So sometimes iTunes can get take a couple of days, so be patient. But when it does come out, if you wouldn't mind subscribing either on your iPhone or on iTunes, on your computer, that's all appreciated. Subscriptions make a big difference in how Apple ranks podcasts. And then also leaving a review is also super helpful. So do that if you're willing. Also, you can check out all of the podcasts that are part of the blue-collar roots network by going to blue-collar roots dotcom. Thanks for being here. We will see you next time or should I say next week? I don't know. Maybe we'll do more than one this week. A little secret. We will do more than one this week on the Service Business Mastery Podcast.