12_14_julie

Meeting Title: Uttam <> Julie Date: Dec 10 Meeting participants: Jfredlund

Transcript:

Me: Different departments have strengths and weaknesses. And we have some. You know, we see the managers that are really on top of it and the ones that maybe aren’t as on top of it. And like, we see it, but we can’t do anything about it. So my. I don’t know how much you’ve talked about workflow. I know you’ve probably worked pretty closely with Yvette. Yeah. On the call center side. So my team is kind of like the support of call center technicians, salespeople, managers. It all kind of comes together with my group. We do the new contract entry. Okay, so Yvette’s team will take the call. Get the information, find the spot on the calendar, and then my team goes in behind them and actually fills in all the data and make sure it’s accurate and all that commissions, all that. If there were any issues where we needed credit accounts or billing questions, things like that. Billing team, my second pod is billing, okay? They’re the ones that do all the cancellations. So again, Yvette’s team takes the call. Or chat or whatever it is. They take the information and then that gets transferred to my team to make sure it gets processed accurately. Sylvia, phone. My team does not hardly ever use a phone for the one that’s out here right now. The event’s team will gather the information and then they send it to my team, usually as a follow up. It’s a feature and evolve. Okay, great. It’s an internal. It stays tagged on the account. Okay? So in the years passed, I’ve been here a really long time. In years past, we’ve tried different ways of doing that. Where before Yvette took over, it was like, well, just let the CSRs cancel it out. The cancellation reasons were terrible. Yeah. You couldn’t make any sense out of it. So we’ve been trying to fine tune the cancellation to get the hygiene up. Yeah. And then having the template from the call center to. My team to make sure we’re interpreting it properly to get the proper cancellation, okay? Yeah. The reason codes are the big thing. My team also does collections. Soft touch, but a very automated process. And it’s very effective, okay? And then my other pod is. It’s more data entry, more on the AR side. Okay, so all payments go through them. From either collected out in the field or mailed in. Ach. Whatever it is. Okay. And then I guess the fourth pod, or the last pod is kind of our evolved support team, okay? So one of the girls on my team, that’s her primary job, is to handle all health tickets that come through. She’s cc’d on everything. Some things we can handle internally. Something she and her name, by the way, aisle. She does. New hires, termination. S all on that side. And then Christina is kind of her backup and has to Trisana and I just on this right next door. She’s the primary manager over the majority of my team. Okay. And Josan and I tried to focus mostly on the evolve projects and coordinating efforts, meeting with the managers, finding out the needs and making that. Happen. Okay. So she’s hands on managing the team, and I’m trying to step more away from that and focus more on the projects. Okay. So she’s amazing too. So I’m sure she’ll meet her at some point. We kind of split evolve with depending on what area she’s really. Good on the scheduling side for working with Yvette’s team when things for that. And I’m more. Feel stuff side and mechanical. Things like that. I used to have somebody on my team. It was actually Matt Burns’s son who was on my team. And I saw a need for learning more about our data, so I had him learn power Bi. Great. It’s fantastic. If people would use it. Sure. Yeah, of course. So I had him doing three things. The one that I thought was the most important was analyzing our cancellations. Great. So I had him set up with each branch. Each division. And the reason? Code cancellation was encoded. Okay. And he was updated monthly. We’ve never really had a need to do it daily. I know some. A lot of companies have live this and live that. Are you looking at it every day? But it’s like, what decision are you going to make on a daily basis apart from like, oh, my gosh, something is like, red alert, but otherwise, right. And, you know, when we look at things monthly, that’s when everything is reconciled. And other than that, on a daily basis, you’ve got, you know, lawn maybe three days behind and Pest might be on time. So it’s like you never really have an accurate picture of what’s happening until you’ve closed out the month. Okay, so we did that, and it was a beautiful report. Easy for the division managers to tell exactly where their cancellations were coming from, what department, what branch, and they can use it. How to do it. But the peril of self service reporting is that sometimes it just has to be a meeting. And I think until. And then it’s when the follow up questions come in that you’re like, actually, you know, you can go do that yourself. So there’s ways of like. I think, you know, one thing I’m hearing a lot of is just like, how do we enable people to fish? But sometimes it’s, it’s too complicated for some folks. Sometimes get them in the boat. You have to get them. Yeah. And so there’s ways of, like, measuring and improving that adoption, you know, so. Yeah. Again, I have different perspective and probably people that you’ve talked to before, just because my position and I do network pretty heavily with companies outside of ABC on national basis. And I just. I feel like if I could speak openly. I feel like we’re still steering the ship like a small company. Yeah. And we’re not. I feel like we’re missing important conversations. We meet our executive team meets once a week. Okay. And it’s more of an exchange information type of meeting. Okay. All the Christmas parties coming up, you know, revenue is down or whatever, it’s that type of thing. But we’re never really having those in depth meetings and we’re missing that. Okay. I. Think that has a lot to do with why we’re not growing. Because we’re not looking at it. Yeah. You know. Yeah. The branches seem like they are growing better than Austin. Yeah. And, you know, you’ve met Jimmy and Omar and Stephen. Yeah. Yes. They go getters. Who’s our go getter? But you can also tell that they’re like, they’re trying. They’re sort of like down to try. But they need some guidance. And again, the benefit of you guys being in business for this long, you have so much data. We work with a lot of companies that are young and early and we can’t help them tell things about seasonality, customer patterns. But you guys are in a well established industry. In some places, well established. In new places, new. Like there’s a lot of things that we’ll find, I think for us more than just I’m actually very confident that we’ll find the insights. For me, we have to drive the decision making. And so for us, I always talk about our goal is helping people make more decisions and then more accurate decisions. If you can do that as a business, And those are more accurate and you’re making more, it will compound. And so I think really what I’m learning a lot in this business is how do we convey that it could be through an incredibly structured weekly review meeting where we come in, we don’t know. We coming in a little bit naive and we just really drive towards tough conversations about direction. It could be something that the branch level. So that’s part of what I’m doing, is not just thinking through like, okay, we need to put together this analysis. This analysis. And here’s a nice deck. It’s like, what are the process changes that are easy to adopt? But certainly I think we’ll be new to some of the culture. But I’m in that meeting. I could tell there are people there that really want their area to grow. Like, San Antonio is a great example, there’s a lot of growth to be had there. But they’re like, do I do this in marketing? Are we like, they don’t know where? They’re kind of losing. They don’t know, like, okay, I’m getting leads, but they’re not closing. The other piece is a commercial side of the business. Seems like it could really be way bigger. I was asking Bo, and I was like, the average contract guys are way bigger, and you do any advertising at all, and these are probably incredibly sticky customers. And it’s a third of the business. How have we not talked about this? Sales page. And I was like, okay, what sales guys? What method? What doors? What doors? But also, you know, you could do a lot of. We work a lot of B2B companies. There’s a lot of advertising to be done. I’m in the meeting. We’ve only talked about the consumer. Right. Which you may say, like, oh, we’re getting all those commercial business for free. But it’s like, but imagine we’re getting that for free. If you spent a little bit of money, strategically, you could grow. And those are incredibly large contracts. You know, where, you know, we were even talking about, look, you can do a B.2B campaign just on hotels in Austin and past in hotels and all. And, like, I think that’s the sort of things that we need to strategically think about, like, how we bring those, how we size them. Because the one thing we don’t want to do is say, like, there’s a hundred things, like, so we’re gonna find, like, the low hanging fruit. We’re gonna find, like, what ABC has the operational capacity to execute on, you know, and, like, try to sort of, like, structure it in that way. Yeah. And, you know, and on the commercial side, and I think also we focus a lot on Pest specific. Yes. I think just in my opinion, everybody’s listening, right? This is just my personal opinion. We. We get stuck in two things. We stay in our comfort zone with what we know, which is residential pest, and then we build off of that. Right. Instead of looking at different perspectives coming in. The mechanical why don’t you look at it from a mechanical perspective? Why don’t you look at it from a lawn perspective and see what you can apply to pests instead of using pests as your base? And again, it’s always an incho. Let’s tag on commercial that so there’s that is staying in your comfort zone and. We wing it. We wing it way too much. We assume. You know, we’ve got a good reputation and a good service, and that’s all we need. And we’re just winging it. You know? We’ve been winging it for a long time. But then tell me, what’s changed in the last few years? Like, why has it gotten more urgent? Like, why do you think? You know, Bobby and Matt were open to, like, an engagement. Like what? My personal opinion? Sure. Please. I don’t know. Yeah. You want my honest opinion, I’ll be happy to give it to you. But sometimes. Bite to me in the butt. But I feel like people are overwhelmed. Managers are overwhelmed. With so many things that they have to do, the accountability for what they need to do. I think it’s out of alignment. Okay. I just think, you know, our. Our priorities, you know, I think. Fundraising. Volunteering is amazing. Right. There’s a lot of effort that goes into that from the management team. There’s a lot placed on your salary of employees, whether it’s service manager, division manager, there’s a lot on them. Fleet management and all that kind of stuff. They’re spread so thin that I think it’s harder to focus and have that time out. It’s like, oh, my gosh, another meeting all the time. But what are they really doing? Talking at the meeting. When you walk away from the meeting, what’s your action item. We don’t formalize our meeting. Sure. I started taking notes at our. At our executive meeting every Tuesday because nobody else was like, how are you guys remembering it? I’m picking. And do you feel like you’ve been able to do that successfully within, like, your team? You’ve been able. Okay. Absolutely. Okay, cool. Yeah. And that’s why I get so get along so well with Sauna. Because she’s like minded, you know, Monday dot com. Yeah, I mean we use an ocean for like, we’re like. Could not be more on your page. When I started this company, like, everything’s in writing, there’s agendas. For everything. Very, very. Because I don’t have time to sit in many meetings and we have to be able to walk out. Everybody’s clear on, like, yeah, what we’re there for, what we decide on, like, what’s an accident, like. And then if we have the same three meetings, it was just. Canceled a meeting. Like, I don’t. I want my people to spend more time with the customers. Yeah. And on their job than in meetings. But also, it’s something that you have to constantly attack. Like. Yeah. Otherwise it just sort of go over our. Our Monday board. You know, I’ve said, great, great, great money. Boards. What’s the status of this? Check on that. I’ve got a great one for evolve. What’s. Okay, projects underway. What’s upcoming, you know, next time. A lot to anticipate or release date. Like, somebody has to stay on that. And, like, I’m not dogging anybody in the room. That you’re in. No, no, no, no, no. Think that way. But also, they may not have ever seen or the expectation. And especially, like, again, knowing that everybody’s background is in this world. I know in a technology world that I come from, this is very common. You have project management, you have all this stuff. I know how if you don’t see that, you know, it’s. You never understand the benefits. Right. And so it makes sense. It’s not how they’re programmed, which is great. We need the idea of people. We need the ones that go out there and create the ideas, and let’s make it happen. But we’re missing that structure. And that workflow and they don’t most of them and that we’re not all of them, but most of them just don’t think that way. They don’t think about making lists and following up and all of that. So anything that you can do to help focus that organization and getting the data so they can do something about it, Because I think they want to do something about it. And what do you think about, like, you know, if you were to think about the people or the groups with the highest odds of, like, you know, you mentioned Stephen, some of these folks, I assume you’re like, try to leverage because for us. It’s like we try to see who can we partner with and then turn their focus with them into like a case study to then show other departments. Whenever we come into a company, we rarely are like, let’s help everyone. In fact, I’m like, I can’t sign up for that. Let’s start with the one where we know we have the high saws of winning and making an impact. To then act as, like, a demonstration for folks. Do you feel like it’s, like, people or, like, at the department or like a region or, like, how would you sort of bifurcate? I know that commercial pass has so much potential. That one, that one just stands out to me because we have the expertise. We have. The tools. Nobody else on this council can do a commercial test like we can. Ecolab is here, you know. That’s all they do is commercial pest. Give them some competition. Yeah, Yeah. I just think there’s just so many stones unturned there. Okay. And you’ve got a very strong sales manager over commercial, okay? He’s very open to conversation, and he would be all over this, okay? That’s definitely one that stands out. And who is that? John? Hon. Okay. Yeah, yeah, yeah. Have you met him? Yeah, I just said. Yeah. Yeah. He’s fairly new to it. A couple years in that position. But he’s got his head plugged in. I mean, that that would be a big numbers because that is something that we break out, specifically commercial Pest specifically. A lot of the other departments don’t split out residential versus commercial. So it’s hard to see. You know, if you’re focusing your effort on, I don’t know, pick one. Lawn care. We should be doing a lot more lawn care than we do. But how do you focus your effort on residential versus commercial? Are you assuming they’re very different approaches on that? Yeah. So I don’t know that you’re gonna see. The traction on that, like, commercial. Mechanical is so dependent on the weather. Yeah, mechanical is tough. Getting that phone to ring is. Is hard. Yeah. And there’s a lot of competition there. Yeah, a lot. A lot. But I feel like, like, San Antonio and some of the other offices that are in that size, not like the satellites are also good. Folks to focus on. We should be dominating that city. Yeah, we really should. We started there. That was originally where started, you know, way back in 60s. I started there in the 80s. You know, as a kid, for after school. Jump like. That’s our heart. That’s our thing. Why are we not bigger than that? There’s not a big, huge player in San Antonio. Why are we not as big in San Antonio as we are here? We’re bigger, Santa. Bigger market. Yeah, We’ve got the connections. We’re involved in the community. But that’s what I need to even to answer that question, though. It’s like for me, I have to break it down by the service line. Level growth. We have to start looking at the cusp for segmentation and like, where people are coming from. And it was just so clear that, like, okay, we just. Was a couple of easy things. We just could find a way to answer these and start to tell the story about, like, how we got here and then how we’re gonna get out, you know? Yeah. Yeah. And San Antonio has grown, and they are solid. I think it’s harder to grow. Corpus in. Coliseum’s a weird market. Yeah. And I just know like there’s, there’s pricing dynamics and like different services. But again, like for example, I did a lot of work, we did a lot of work with like a E Commerce pool company. So I know a lot about like pool cleaning industry. There’s a lot of really awesome marketing. You can do because the pool is very predictable. You open, you close your pool. Yeah. Same times, a lot of weather dependent. And again, like it’s something where as an add on to past you could totally start off and I think a lot of those people would totally recommend, but it’s just I want to talk to okay, like, what have we tried? And pool. Who, Who. Who owns, like, kind of. Those are the questions. What? Okay. Interesting to pay them more. Yeah. Because we’re not attracting the people to stay. So it’s hard to market. Hard with pool if you don’t feel confident on your labor. Yeah, yeah. But, yeah, there’s definitely a lot of potential and pool for just smaller pool companies just to build, especially in San Antonio. Yeah. Okay. San Antonio pool. Yeah. Right there. Yeah. I mean, that’s an easy one to try. Yeah. We purchased a really small company there. The last pool company that we bought, it was just one person route. And it’s like. Okay. Bought it now. What? Yeah, yeah, I was in Garter Ridge. It was a great area. Why haven’t we grown more? Yeah. So another thing that, you know, I think Bobby talks about. Is like, how do we win the neighborhood? He said that. He said that a lot. So for me, I’m like, okay. We have to. We. There’s this, like, broader strategy problem. There’s also, like, look, how do we make ABC more nimble? That, like, if you’re like, hey, we need to canvas. We have an idea around a campaign or an activation. How can that move from just like a meeting to something that actually happens where we’re running a direct mail campaign, we’re able to measure what happened, and, like, the phones are starting to ring, and we can do that in a time frame that matters. So that is, again, like, what is the operational complexity of running a new marketing campaign at abc. Can we really lay out, step by step, the fact that that’s very, very hard or very hard to measure? Yeah. And so then you have meetings where I can tell, I’ve just been in a lot of these, where it’s like, well, what if we did this? What if we did this? What if this. And. And last is. Is struggling because it’s like, we could do all that. But I know he. His job right now stops at the, like, they got to the page. Get to the page. Did it work? Yeah. And so that’s why it’s like, trying to talk through the entire customer journey. It’s. Very, very important. And the last piece, I think there’s so much is just on, like, retention and what we kind of call, like, resurrection. Basically. It’s like customers that you’ve already talked to that maybe you’ve already won but moved to another place or you’ve already done a service with, but just, like, haven’t come back. Like, what are. What? What? Those are folks that you’ve already technically paid for. You know, you’ve already acquired them. What campaigns? So that’s why some of my questions are sort of on, like, what do we. I forgot the. The email company we use is like green rope. I know they, they mentioned front for, like, text messaging. So for me, it’s also just to go into those systems and see, like, what’s been done, what’s live. And also, like, a lot of those, you can just set up automate, like, automatically on signals or on 60 days after service. You know, there’s there’s ways for us to do that. That, you know, you’ll totally win back a lot. A lot of customers, you know? Some areas that I see just from what comes through my team. We. We get more than I’m. Than I would like to admit of customers that say, yes, I want to buy this service. And then change their mind before we do it. I mean, right now, that’s going through. What do you call that? Just, like, cancel initial. Okay, but it doesn’t go into the cancellation. So it’s. Oh, yeah. So it’s not tracked. Oh, okay, so there’s a way to track it. What happens? With that. I mean, those right there. Like, we got to get somebody other than a call center person that’s anxious to make sure that they’re hitting their metrics phone to get to the next call. Right. They have no interest in saving, so. When Events Team originally schedules it. The the initial service or the whole we call them hold for initial, but it could be a one time or whatever it is. New service. They put it in any bulb as a service called New Service. Like New H Vac service. New. It’s a very generic term. We used to call them hold for initials. We just renamed it to New. And then Fanny’s team goes in behind them on my team and inverts it to the actual service part of the actual pricing and all that. Okay, so there are times that it gets canceled or we skip it because they canceled prior to getting or when that initial service or one time is converted that gets skipped. Okay, so we can pull a report on skips. Yeah, so if you pull a skip on all of those whole furnitials, that new service code, those all roll up into a division call hold. Okay. I mean, it’s pretty easy to run your skips of anything in that division. Like why they cancel because. Most of our services, they require them to put half down. It’s like we already had the money, and then somebody else on my team has to go refund their credit card. We just cringe on those. Yeah, so that’s a missed opportunity for sure. And nobody’s following up on them. Yeah. And those are things that the salespeople instead of again, focusing, like, if their whole focus is on getting more people, you’re like, you have those huge database of people already have a somewhat of a relationship. That’s the thing. We’re messing. Yeah. Yeah. The CSR takes the call and the customer says I changed my mind. I don’t want your pet service. So they skip it. They write off if there’s money there and it’s done. And nobody knows. Yeah, that’s it. Done. So, you know, if. If it gets done. Sometimes the customers cancel after the initial and don’t start the next regular service. And the only way that we know that is the sales guy gets charged back for it. They get paid the year in advance. But are they taking action on this? Probably not, because they have other leads to run. They’re more likely to sell than trying to save somebody that canceled. Yeah, Yeah. And I’m not aware of doing any kind of follow up on cancellations. Once it’s canceled, once my team closes it out, they fund some money. Yeah. So that’s why also, like when I’m talking, when I go talk to the sales folks, It’s like, okay, like, when you look at your leads, like, how are you prioritizing? How are you segmenting them and, like, Are you just calling? Just like, I have the list and we’re just going to call or like, can we do anything to help you prioritize and go after the ones that are going to close? Go after the ones that, like, you know, have were already on the line with us versus a brand new relationship. You know because it’s part of this, isn’t? Yes. I think overall. People have said, like, okay, leads are going down or like, whatever. But it’s also. I can’t. You’re sitting on such a database of people. And like, again, if people move, like. Oh, yeah, they’re moving to another place where ABC operates. It’s two opportunities. Yeah, that’s two. Moving into the house. Yes. And who’s moving out. Yeah, yeah, yeah, yeah. So we’ve. Gotten better across selling. Okay. And the. The text, the sales guys, they’ve been cross trained to sell, not just pest control and other things, so that’s a good thing. And the bundle has definitely kicked off. So I got the pricing sheet recently. But even like for pricing, like, can you walk me through how what’s the arrival of pricing or like even offers or discounts? Like, I I know just through learning like the oh, by the way is I know some of the seasonal things. Are they just. You know, determined to hit a certain margin or like, how are the bundles or these offers? Kind of like, how do we arrive at those? Do you know? I have an email. When we first kicked off the bundle, it’s been a year or so. Okay, I have an email on that. I could try to find it. Okay. I would just like to see, like, yeah, like, what was the thought process? And then we can say, like, okay, here’s what I took to come up with that. Here’s the impact. Like, okay, why aren’t we trying. Yeah, more tests like this, those idea. Okay. So he might have more insight. Okay, okay, that. Was definitely his. And it did. It did definitely help. One of the reports that I run on a monthly basis is the number of. The number of services per customer. Okay, great, great, great. So that’s a cool one. Just much lower than I expected. To be. I actually print them, okay? Yeah. I’ve got these in. Excel, too. Okay. Copies of these? Yeah. Okay? And. Again. It’s like. Nobody told me to run these. It just felt like somebody should be. No, but again, there should be, like, things on a monthly and a quarterly. But again, in their first meeting, all we talked about was, like, Cross selling services. But if you’re. But again, I know that if you talk about a metric again and again and again, it’s going to get managed. You go to every one of your meetings thinking about it, and it’ll start to move. Yeah, you know. Just my corner of the world. Monthly sales. These are divisions. So those are service lines. Okay. Basically. And that’s that hold for initial that I was telling you about. But this is. About as far as we really look. At where our money’s coming from. So, number of services last year, number of services this year. Invoice total last year, and we’re total this year, percentage of change. Okay, so this was terrible month. Yeah, Big a different month. That’s what month? We’ve never been negative like that. That’s crazy. But. But it’s like. All right, dig in deeper. Like, why Is that down 12%? Why? Is that marketing? Is that. Yeah. What is it? All right, those for each of the locations. These are all pretty much out of Evolve, but I copy and paste them into Excel and into format, okay? But out of getting the loss, we do a rolling six months instead of rolling 12 months because it bogs down if I try to do too too much. Okay, but these are for our ongoing services. Okay, so from the retention standpoint, how many are we adding from that are ongoing and how many are we losing? So again, like, if you’ve got a big number here, there’s that holiday decor again. Why? Yeah, why is that down for recording services? So that’s the renewable ones. So walk me through. Like, if we were to ask that question, like, what steps would you just take today? If you were to be like, I want to find out. Holiday decor. Are you messaging somebody? Are you going back into evolve? Or are you. Are you even like. So this. This report. And most of these reports are. I emailed them out to the division managers each. Each month. So if I was J and I received this, I’d be like, oh, man, what the heck is going on? Sure, let me dig in. If I don’t know how to do it, let me find out. Why do we have $220,000inprogramlosses?Wha{t}^{\prime }sgoingonthere?Yeah{J}^{\prime }Snotgoingtoknowhowtodoit,butyoushouldbeabletoasksomebodytoexplainit,whichisnormallysomebodyonmyteam.Theydo{n}^{\prime }thave.Theydo{n}^{\prime }tgetthequestion.Okay.Theydo{n}^{\prime }task.I{t}^{\prime }sjustlike,oh,wegottofocusonthisside.Wegottofocusonthegain,becauseweunderstand.Sellingmorethanwecan.Yeah,yeah,yeah,sure.Okay.I{t}^{\prime }sreallyalluptothedivisionmanagertotakeactiononwha{t}^{\prime }sbeenbeinggiventothem.Andifthe{y}^{\prime }renotproficientinrunningreports,Just.Yeah.Andhowmuchofthebusinessissubscriptionversustheonetimeservice?Like,doyouhaveagoodlikereadsomeofthedivision.Okay.Yeah.Okay,Pest.Isalmostallrecurringservices.I{t}^{\prime }srarelyonetime,okay?Mowingisalmostallonetimes.Poolisfullofsplitbecauseyouhaveyourpoolcleaning,whichisonlyrecurringservices.Wedo{n}^{\prime }tdoonetimesforthatpoolrepair,whichisonetime.SofortheselikeifIshouldtakeanexample.SothesearethenetadditionalservicelikeNetsubscriptionads.Andthenthenetsubscriptionloss.Soyo{u}^{\prime }realmosthaving,like,fullrotation.Isthat,like,correct?Okay,so,yeah,like,commercialpest.Wehad625cancel.InsixmonthsinAustinalone.Yeah,foramilliondollars.And.Or625added.Yeah,i{t}^{\prime }s.Imean,whyhavewe.Sothisiswhat.Andthisiswhatwetalkalotaboutinsoftware.Youjustcallitleakybucket.Soi{t}^{\prime }slikeifyouhaveabucketandther{e}^{\prime }saholeinthebottom.Asyo{u}^{\prime }reputtingwaterin,waterisjustcomingout.Exactly.Andso.Butifyo{u}^{\prime }recoming,w{e}^{\prime }vebeeninalotofcompanieswherealotofcompaniesaregreatatpouringwaterandfaster.Butthentheyreallystruggleofbeinglike,guys,w{e}^{\prime }relosingeverydollarw{e}^{\prime }respendingtogetin.W{e}^{\prime }relosingitinfourmonths.Soyoutypicallylookatwhatisthelifetimeofyourcustomer.Ifyo{u}^{\prime }refindingthatyouraveragecustomercomesinandcancelouttofourmonths.Wehavetorepayforanewone.Right,right,right.Yeah.Andi{t}^{\prime }srising.I{t}^{\prime }srising.Youknow,insteadofspendingthemoneytokeepthemthroughdiscounts,throughotheroptions.Andso.Yeah,tha{t}^{\prime }s.Oh,her{e}^{\prime }sonethat.Youmightwanttotakethatup.Yeah.Simplytalkaboutrewardpool.Tha{t}^{\prime }sonmylisttotalkabout.Sowewordpoints.Wehavetonsofcustomerswithrewardpoints,andwhenthe{y}^{\prime }reredeemed.Thatgoesformyteam,too.Theredemption.Like,doyouknowhowmany,youknow,roughly,like,howmanyareenrolledintheprogram?Everybody.Okay.Everybodyokay?Yeah.I{t}^{\prime }sautomatic.Okay.I{t}^{\prime }sbasedontheservicecode.Okay.Onhowmanypointstheyearnperdollar.Okay.AndIcangetthatforyou?Sure,ifyouwantthat.Theredemptionrateisthesame,buttheearningisdifferent.Dependingonservice.Okay.Because,youknow,Hvac,$10,000 kind of ordered. Is it going to get the salary? Amount of points. We need to make it fair with profit. Range is on on those services, so, yeah. Okay? But the redemption side has changed so much over the years, and this program has been going for a long time, and there’s a few issues with it. Sometimes the sales guys are using it as a crutch to close, okay? Instead of, like, actually closing it. It really wasn’t the intent, the original intent. Was to try to get customers to try out our other services. Yeah, and we missed the mark on that. You know it was. Oh, you have 10,000 points. Did you know you can get a month of free mowing? Just give it a shot, and if you don’t like it, cancel it. And we’re missing that. Yeah, Okay. I would guess the majority, vast majority of our customers don’t even know they have reward. I didn’t know you had a reward. And, yeah, I’ve been working with the offer. We don’t. Talk about it. So. But, Howard, are they. How is the program promoted outside of. Yeah, I guess. How is it promoted at all? Through any, like, channels? On customer’s statements. We’re points. I mentioned there’s a link to our website that takes you to the word page. The reward page, in my opinion, is very limited. If I have a whole bunch of reward points and I want to know how to spend it, The list on that page is so old. It’s like. And those things don’t interest me, okay? Like trash bin cleaning. I just did trash bin cleaning. I love to try it for free. You know, that doesn’t take many points, and it kind of gets the ball rolling. And what. And what is this? What? Is the back end for rewards. Like, is there a backend system that you guys are using? It’s all in Go. Okay. Correct. Okay, I can show you some of that. Okay, that makes sense. Great. All fits together. I wouldn’t explain it before. Show it. Okay. Evolve going. I don’t want to stop. Okay. It really is just a very robust program. The piece that’s missing is the reporting side. Yeah. So this is something that will, like, we will basically, in order to do our work, we will show how to solve that. Not only how to centralize a lot of the information, but then how to enable some level of business intelligence on top of it. Yeah, so this is. That is like, really all we do for a lot of clients is how can I show you how to see this in, like, a business intelligence tool? But then actually, like, get to the answer of, like, what contributed to this? Yeah, Within. Like, for me, I’m like, within the hour. Like, this isn’t like another, you know, rabbit hole, because if you can’t do it, There is no way that the rest of the team. Right. You know, so. Yeah, yeah. And so what we want to do is we want to enable the people with the skill set and then slowly, people like, oh, I didn’t know we were able to pull this types of reporting. And so I think there’s a lot for us to do on. So we’re working with Tim to establish like, a bigQuery instance versus land some data and, like, start to do some. That’s where we’ll do our analysis. And then as part of our recommendation, we will talk about, like, there are some tools that are much better than power bi that for us to consider to help enable some of this reporting. So when. When will will the Matt summit? Yeah. Seeing me went back to school again as masters. But he. He’s a self starter, so I signed him up for a UT class and he learned off of U to me. Yeah. And when he left, I started picking it up and I. I’m like, I could get it. Since he’s already created it. Yeah, I could update it, but Power B is hard. But it is hard. It’s like, well, all this effort to do it. Why am I doing this if they’re not looking at it anyway? Yeah, but if there was something more readily available, totally through evolve. Right? Yeah. And I. I think. I, I’m very close with the evolved people. I get where they’re going. I understand the roadmap. But reporting is never the. I mean, this is why we, we tend to pull data out of the systems, because reporting tends to be the last thing they think about. It’s often the. Whatever, the operational. Thing you’re using the software for, and then as a tool gets more enterprise, then they start to do, because enterprise customers will say, like, you have to enable reporting. But I, I’ve built these types of products and it’s always like the back burner, even though it is oftentimes the thing you’re most doing? The most. Yeah, in there. But, yeah, they tend to leave it by the wayside. So a lot of what we do is we pull it out and then we’re able to combine that with all of your other data and then visualize it, you know? Are you familiar with them? Much. No, but I’ve. I do. We’ve done a lot of work with Salesforce, HubSpot, Netsuite, like all the top CRMs. But getting. I’m interested. To. Yeah, to talk to them. I’m just. I just can’t help but think. This is not just abc. This is thing. Yeah. I’m curious to talk to them about, like, what, what they can enable. And I’m also happy, like for us, you know, even I. We’re going to speak to Natasha Dream. I told them, like, okay, we’re going to find this. You guys should probably. Just scale to your customers and probably charge more for it. So whether it is helping them enable better reporting or communicating how to do that. Like, you know, I think it’s really possible. Yeah? Yeah. So are you working with Dallas also, or are you just talking to Julie? Just because. No, we’re going to work with. With them as well. Yeah, yeah. Okay? So we got a report. Payments and credit. So I know this is really just for Matt and Steven. Okay? This is where you see we did refunding money. This is just. Just for one month. $265,000inrefunds.Yeah.Andi{t}^{\prime }slike,thatwas{n}^{\prime }tduetounhappywiththework.Thatwaslike,changedthemind.Yeah.Tha{t}^{\prime }saquarterofamilliondollarsinamonthinactualpayments.I{t}^{\prime }slike,whatisthat?Yeah.Nobod{y}^{\prime }sdiggingintoit.Andthisrefund,another74,000justin.Thosecouldbereversalsofthebundlingcredit.Thediscountscouldbeonthingslikethat.24,000ofthat.I{t}^{\prime }slike,dang,tha{t}^{\prime }s.Yeah,alot,tha{t}^{\prime }s300,000betweenthosetwo.Someoftheseotherones.Le{t}^{\prime }ssee.Therewardpoint.Redemptionisinhere.Rewardpointsdoabout90,000amonth.Okay.Rewardpointredemptions.Butyoudo{n}^{\prime }t.Youdo{n}^{\prime }thaveanyclearmetricsaround,likeifreward.Redemptpeoplethatareredeemingthemarestayinglongerorspendingmore.Okay.Yeah.Sotha{t}^{\prime }swhatbasically,bro,trytoprovetheroi,youknow?Someoftherewardpoints,though.I{t}^{\prime }slike.Iknowmyteam,mycollectionsteamcanofferitifi{t}^{\prime }s.If,ifi{t}^{\prime }samatteroflosinganaccountbecausethe{y}^{\prime }regoingthrougharoughtimeandtheyjustneedtogetoveraroughpatch,thentheycanusetheirpointstopaytheirpastduebalancetogetthembackontrack.Sure.Andhopetheystay.Butwedo{n}^{\prime }tknowiftheydo.Ornot.Yeah.Yeah.Okay.Okay.Youaskedaboutdiscountsandoffersandthingslikethat.Sothisreportalso.AndIcansendyoutheseifyouwant.Sure.Allthesalesdiscounts,itshowslike,didtheyuseacoupon?Didtheyfirstresponder,firstresponder,militaryandseniors.Yeah.Socoupon.Yeah,Couponredemptionanddiscountswouldbereally,reallygreat.Again.Itjustgetsloggedinifh{e}^{\prime }sreallythinkingaboutit.Acquisitionreport.Thisisforcompaniesthatweactuallypurchased.Sosomeofthesegobackmany,manyyears.Thiswasthatlittle,tinypoolroutethatwepurchased.Soin2024,itwasgenerating.Itgenerated$6,000 in the month of November, and now it’s down to 4,500. We lost three accounts. Why? Yeah. Don’t know. Maybe they moved. It’s like. Okay, who moved in? Yeah, yeah. Yeah, but I. I run this just because it’s interesting. When we purchased a company, there’s usually some sort of revenue guarantee, so it. We have to track it for a year or two. Okay. So it’s. So I do this for that purpose, but it is interesting to see how much they change. Portal login. I don’t know if that interests you or not, but the customer portal login and these are all the stats of how many. How many customers log into the portal. How many of them? Oh great. Yeah, different things. We do have any messages or being sent and this is also all through evolves portal. Okay. Yeah, great. They’re redoing the portal, and I have this on a monthly basis, and then I have it beating over into an annual basis, okay? So it has, like, a month in Paris since you have a year total. Oh, great. Okay. So, I mean, it is a. It is, like, a good amount of. Yeah, it’s a lot. I. Can just send you all this. Yeah, please plug it in somewhere and helps you grade. If it doesn’t. So this report, I wouldn’t rely. On that. One. This is a newer one that we started. A year and a half ago. So this is the average number of active services per customer. Okay. Okay. So this is a really good metric. And what it’s looking at is any of those. Those service divisions that I showed you, that big O long list of like 20 something different divisions. What has a customer received in the last two years? That’s what we determined was active service. Okay. Okay. So if they have ongoing pest control and ongoing mowing and they had a plumbing service a one time plumbing service eight months ago, that would be three. Three. Okay. Okay. So. So it’s very generous. Yes, it is very generous, but we started somewhere because it’s like, well, what do you consider current? Yeah, I think on a tool, on a 12 month subscription, I mean. A service agreement. If you wanted to count a service agreement, it may be 13 months on, like, a regular basis. So 12 wasn’t quite enough. Yeah, yeah, I see. It’s fine. Yeah. But we have gone up. Since this is 2024, this 2025, so. But it’s only like one and a half services on average per customer. Yeah. That way I offer 23 different things. Yeah. Why is it only one and a half? Yeah, you know. That’s what we’re missing. Yeah. And I think we’re relying a lot on the X for. For the submitting leads in the office for. Oh, by the way. Yeah. And that helps, but that’s not going to move mountains. Yeah. And the feedback that I’m hearing from the text is one. They just want to kill bugs. They just want to mow grass. They’re. They’re fairly pressured to turn in leads, like, okay, but it is what the job is. And then the other thing is, like, well, how often can you submit a lead? When you go to the same houses. The tree branch is still touching the house. And you’ve already submitted every month for the last six months. How many more times are you going to submit it? Yeah, so I think that, well, is starting to dry up a little bit. Okay. But I think we’re relying on that so heavily to get customers to sign up for more than one cut, more than one account, and just really think there’s some opportunity there. Yeah. Okay. For more stories. So we could do that. And then I’ve got the chart. Of each branch and what their number is. So Oscar is at 1.85. And obviously the smaller branches are going to be smaller because they don’t offer as many services as. As the others. Yeah, I mean, it would be great to start to look at. Mean, basically what we start to do for clients is we build customer segments. Like, what is a bad. Okay. Good. And great abc customer. What are the purchasing or behavior characteristics that fit that right? Just saying we want. We. We would prefer Everybody buy all 17 is not good enough. It’s like, where. What do we want ahead? And you want to see a bell curve. You want to. You still want to see that there are customers that are purchasing a lot. And we want to start to try to. Our goal is to move people towards the direction. So what is the, what is the behavior? What is the email they need to get? What is the bundle need to get? Like, what is their journey to starting with us and then moving to other services and expanding? You know, we’re assuming it’s these fives of codes where most expensive houses are. Yeah, we assume that. And that’s where we. It’s just an easy. It’s supposed to be easy idea, but is it accurate? Yeah, yeah, yeah, yeah, yeah. You know, has anybody really dug into Liberty Hill? Just. But this is also the fun thing about this, but, I mean, fun is that you. Just very like Geo concentrated, which makes it like there’s a lot of marketing opportunity. A lot of people, they’re working on digital products or things in E commerce where it’s like, it’s hard to get like this type of digital concentration. In addition, you go, the customer sees you very like retail is the only sort of similar thing where the customer comes and sees you, you know? Customer. They see us out. No, I know. Yeah. I mean, every since I started working with this is. We work with a lot of companies and still like to stay in Austin. Only folks people know that we work with or you guys and. But this is. But. And that’s all. But that’s also. You’ve, you’ve already paid for, you know, and, and for me to see the subscription numbers, like, degrading that fast is really tough, you know, so we want to start to see. Well, you. What you basically do is you say, like, You take, like, everybody that came in Jan, and you start to look at the next month, turn the next venture, and you have to see, like, hey, every month we’re, we’re purchasing this amount of people, and they’re gone in four months. And so. Yeah. Why, you know, are they here four or five or six years and then they’re gone? Yeah. So it’s a recent thing. Yeah. Yeah. You know. No longer need service after they’ve been here for six years. Yeah. Yeah. Why? Yeah, yeah. So do you. But so. And, but also, you know, I realize there’s no like, there’s no survey on the website. I know. Click. The buy is a little bit. Is really difficult. You know, I don’t know if we’re doing post purchase surveys. Yeah. So we do that stories through. Okay. Sort of. They’re kicked off by. Okay, okay. They’re sent over to. Go get quality to do them initiated through evolve. So I’ve got the service code set up to either. Send it after every service or send it after service, but at least 60 days from the service. Great, great. Or don’t send it all. Don’t send it all. It’s more for your zero dollar tickets, your resurrection. Because we don’t want to inundate our customers. For swimming surveys. Okay, so if they get weekly mowing, we don’t want to send a survey every week from 08 every week for gets lost. Yeah. So that’s all that goes. That’s kicked over to go get Quality, which is by Natash, and they send it out. But evolve makes the rules for it. Okay. Okay. And then is this one email. That goes out for the survey. Okay. And there’s just a couple some. Is it like a. It’s just a couple questions or just a free text? It’s where we get our NPS from. Okay, great. Okay. I think there’s a. There’s a. It’s just a rate to start. Base the service, and then there’s a comment box. Okay? Okay. Those are from the main reports I run, but I can send you if you’re looking for like trending. Well, literally. This would be great if we can get access to Evolve as well. We will run some of these too. It would be also and I could summarize these. We also extremely helpful just to get put in contact with Evolve, we’ll definitely have some questions. I have these reports. Like this is one year. Okay, but I have these reports excel going back as far as you want them. Yeah, I’ll take. We’ll take as much as you can give us, okay? Yeah. It’s going to be big. That’s fine. So. Well, yeah, I mean, we can either put in Google Drive or I can bring a like a thumb drive or something. Or I can email you a thumb drive. Sure. Yeah. Yeah. Well, I’m here. I live in Mueller right here. Oh. Oh, okay. So I’M like, no, no, no. I’m just like, right down the road. So I could just come back and that would be great. And what will. What we’re going to end up doing is taking that and getting into, you know, basically like a Data table in BigQuery, because we’ll start using SQL to run queries and things like that. I have that again. I just love it because discontinued reporter translation report every month. And that’s what we were using to run the. But is there like a. You know, one of the things we see often is we see people do like cancellation prevention. Are we just, like, looking at, like, every month, like, ok, retention team? Yeah. They would. They would go back and try to find. Trends and take action on it and reach out to those customers individually. But I don’t know if we looked at it, ok. As a whole. Yeah. Like, why are we getting so many rather than just reaching out to those individuals, customers. Ok. This. One. So this discontinued report is kind of little. I think this might be really helpful on understanding the reasons. For cancellations. It’s got the cancellation day, the account number, name on the N. Th program. So this is the specific service. Code they canceled. Who the salesman wanted, so. Which is interesting, too, because. I think. Some salespeople lose accounts more strictly than others. I don’t know. Why that is. Yeah. So that’s. An interesting one that follow through. And then it also has the technician, the last technician that did the service. So is there a friend there, you know? Yeah, customer. Yeah. The start date of the program, so this will help you. This is not the original start date. You start date of that year. It’d be really helpful at the start date was the actual date that they started, not the date that they started this year. But these reason codes are from a drop down list. So you should be able to. Run some metrics on that because it’s not free form, okay? Oh, great, great. We’ve changed the reason codes. Yeah, like, how often are you guys doing audit of reason codes? Maybe annually. Okay. Okay, cool. Did it about a year. Ago. Great. This is the price per year. Price per service. The address, the original source. Oh, great. And where does that come from? That’s coming when the account is initially created. With. The call center is putting in. Oh, awesome. Okay, so that’s. The division, so that’s an easy way to organize that, too. Nice. No, it’s just really rich, like, dimensional data on everything. Again. I have these going back years. I can just. Stuff together. If you just put as much as you can together and then also. If we’re in a vault and you can show us, what’s the best way to pull those two? I think that would be great. Have. You looked at it. Evolve or you? No. Croake lineup. What are you in my spare time? All right. The. Reports, the standard reports that evolve over here. Some of them may not make sense if you don’t understand the terminology in there, okay? Happy to. Guide you. On that. I do have some tutorials. That I made training videos for the managers. I can share those links to you. Okay? Get you started on what they are. Because it’s like follow up to you and what a follow up is. The follow up is basically our internal communication. Okay? From field to office or office to office, office saying, schedule me a follow up visit, cancel this account. It’s all that kind of stuff, okay? All you revenue is going to be here. It’s just a little misleading because the labels don’t actually represent. And so when you’re able to create these, you’re working with, evolve to create these. These are standard reports. And evolve. Yeah. Great. Okay. You’re running detail. My. Eyes are not good. Today. All right. So you have your date range. Great. Okay. Easy. For your branches, you can multi select. When we do Austin, we’re typically looking at. That’s the satellite. So a lot of times when we look at Austin, we look at that as a whole. I think we should break it out more. Yeah. Yeah. Because I think these fluctuate a lot and they’re smaller. So you’re never going to see what Bastrop is doing if it’s mixed in with us. Okay? So Divisions is going to help if you want to break it down or just leave it open. Service codes. You can see all the service codes. I can also send you a list of all these service codes. That. Actually, I just emailed that to somebody so I can show you what that looks like. This is just mechanical but great. Okay. Yeah, we’re familiar with some of this. From the Andy Project, I think. Okay. So actually, I made. That a little shorter? Than I wanted to, but. The service codes will tell you the survey information, which ones are being sent out every 60 days and which one’s getting sent out every time, okay? There’s a lot in there that I usually don’t send Everybody, like the whole service. With all the details because I don’t understand it or have a need for it. Okay. Attributes is going to be. If you’re trying to look at where residential versus commercial residential pests and commercial pests are split pretty heavily down the middle, the other departments are not. Okay, so you might have a service code like fedbug and then your attribute. Would be residential, commercial. Okay, so these are more like. Okay. I see. These are almost like tags. Yeah, they’re tags. That this is exactly what they are. Just some of the service codes break out. Resident, generous, commercial. The ones that don’t rely on an attribute. Okay, so that’s just on N. That’s our big project, is to try to create those service codes. Yeah. Like move them from. Basically move from tags to. Yeah. Okay? Great. And then we have account labels, which are basically account tags. That’s very, very new, so there’s not much in there yet. Status. This is a good one for you to understand what that. What the terminology means. Open just means it’s floating out there. Completed means the tech is completed. The workout in the field, but it hasn’t been invoiced yet, so it’s usually only in completed status for a day or two. And then invoiced means it is done, complete service. So when you’re running revenue detail reports, you want to run invoice if you want to see what’s done. Or open if you want to see what’s left to be done on all statuses. It gets really fuzzy. Really? Okay. Yeah. And then what else? Okay. We don’t really do that. Everything auto reuse okay? And you can sort the results for that. But everything. Most of the reports that you want are going to have, you can export them to Excel, okay? So. If you see the report on here, and it’s got, what, 10 columns? If you export it, you may see 15. Yeah. Okay. So it’s hard for them to. Say it’s hard for them display it. Resistant to make changes. Well, so that’s what I’m going to ask them, like, if they have an API or something we can even, like, pull data from. That one’s kind of tough. Okay. They may be more open to it, depending on who’s asking. For it, okay? And Matt, we’ve gone down that road a few years ago and. The people wanting access to it. We’re very concerned about it. Oh, okay. Yeah. So I’m thankful. It didn’t happen, okay? But it was a big deal to make it happen. Okay? I mean, look at worst case, we will work with the reports we have. But for us, it’s like, you know, we’re data people, so I’m gonna. If there’s an API that we can leverage or they can give us the flat. Yeah, yeah. We were working with wanted to be able to push things back into. Yeah. So I just need to read only on everything. I just don’t need. Yeah. And that’s actually what I’ll. If you add us just like you could just. If you could make that in the settings. Yeah, we don’t need write back to anything. But I also. But I also. I. I also understand. So that’s why for us, like, Even having accesses that we are team will run reports. But, you know. Let me show you another place. Here that most people don’t go to is only a handful of people that do. But I want you to know it’s there in case you can’t get to the API. Or if the API gets. Delayed. Like, if it’s just taking too long and you’re wanting to go on it, there’s more button is going to evolve 2.0, which was going to be replacing the original involved. But there’s a. There’s a place in here called Report Writer. So they did. Like, there is a button for API. So they may be able to get going pretty quickly. I’m hoping. All right. But if they. If they don’t. There’s a place in here under reports. In your reports. That you can create your own reports, okay? Okay, so all of these are reports that I’ve made. The difficulty is you can’t share these reports with anybody. They’re just me. I wish I could say, oh, I like this report. I want to share with your Sona, and I can’t do that. Okay, but you can schedule them. So I guess that’s the trade off. Okay, they are a little quirky. Okay? You have to pick a category. Customer’s leads, renewal services. Or you can’t multi select. Sure. Like I need both this one and this one in the same report, and you can’t do that. Like they don’t have. They don’t join the data together. Right, okay. Even though those reports many times are following the same. So yeah, I can get you access to Evolve. I can email it to you know that going for you. But I wanted you to know the report writer is there and I’ll see about getting the API. Access for you. Okay. If it’s read only will definitely help, because the request before was for much more than that. Okay. Okay. For me personally, that was finished. Yeah, no, we just need read only and we’re gonna land it all into. Your bigquery and just be running queries there. So this piece right here is coming soon. Just so you know what’s on their roadmap? They are working on doing heat maps. Okay, great. Okay? But, you know, evolve in general. They’ve got. They’ve got a really nice mindset. On. Determining. Like do they want development on something or do they want to there’s already approved and something, somewhere or company patch into it. Like they go get quality. That’s fine for surveys. Made that work? Yeah. Is that a third party that does statements and invoicing is for printing. They patch into that, make that work. So they’re very open to that conversation as long as they feel comfortable with who’s asking for it. Okay, so it’s not just an open API. But if it’s valid, then they’re good. Sure. So I can get together what was information for you, and I can set you up to log in. And I think it would be good to have a conversation with them. And I can do an introduction there because they’re probably going to want to hear it. Sure. For me 100%. Even more so than from that or Bobby. Okay, I hate to say that, but we get down and dirty. And talk very openly with each other. Okay. Yeah. I’m happy to follow your lead, however. And is email still the best way on my team? Amber will be kind of working closely with me. This is probably the area we’ll start to ask a lot of questions about what we’re seeing in the data. Is email still best? We’re doing Slack with some folks as well, but if it’s meet specifically emails, okay. Then we’ll just do email. That’s fine for me. If you get into. I don’t know where it’s going to go with Evolve. If you’re getting more communication with evolve, they do use slack. Okay, okay. I know Tim has had a Slack channel done, okay? And long ago when we were working on this API thing, is actually ABC Houston that was trying to do that. And their people. And their initiative. And, like, slow down. Yeah, yeah, yeah, yeah. But they. We did have a side channel going for a while. Okay, okay. And then is green rope front. Like, are those in your sort of purview? I don’t think we need sage for anything. So front is a Tim thing. Okay. My team uses front for a few things. We’ve got. I can see them all. Like, I was just thinking, like, doing. Is it. Is it hitting customers? At all because someone mentioned front for sms. I don’t know. It’s using a breast in the house. Okay, then. Yeah. It’s in my notes somewhere. Because evolve is. Oh, really? Okay. I can show you that. Piece of the front is chat and email. Okay, I’m not aware of. Sms, but Tim may have that set up for the sales side, okay? And it’s but his front. It’s just like, almost like a. Like Zendesk. Or this is. Like this is. This is a customer facing service, or it’s all internal. It’s a few things. So operations here. Let’s see. Web agent chat. So all of our chats come in. Through front, okay? Been in there in so long. Move to me. So whether it’s a chat from our customer portal, we call customer portal, where they’re logging their account and they chat us, that goes to my team and that’s all through front. Or if it’s from our website, in the chat us. Okay. Okay, great. Then there’s another channel in front. Oh, amazing. Okay. Whitney handles. So it’s just all. It’s. It is for customer service inquiries. For chat. For chat. Okay. For chat. Great. Then my team uses it for email, but it’s not. It’s not customer facing internal purposes, okay? And lead line eases it for some things. ABC website. Do you know, like, how much volume, like, of. Of inquiries are going on? And then also, like, do you know if, like, that’s like, you’re trying to drive more here versus phone or like, what. How did those, like, interact? We’re kind of. Getting spread. Out a little bit. Right. I think. I think front is great for chat. Evolve has sms capabilities now. Pop over there real quick. So at the customer level, we can send out emails or sms. Yeah. Either individually through the account or we do a lot of bulk transactional. Yeah, yeah. But the individuals. You can manage it here. And then Yvette’s team is heavily using SMS through 8 by 8. Yeah, that’s correct. That’s correct. So I. I would prefer to n. It’s like, man, it’s going everywhere. Fun is not integrated with anything, to my knowledge, outside of front. Okay. I mean, like, it’s not. Feeding into evolve is not feeding into an. I’m a standalone to manage whatever’s coming in through there. And then we find also for, like, our evolved help desk. Okay. Okay, great. And then green rope. Green rope is just for all the email marketing, so, yeah. Ian runs that on Wes’s team. Okay. And they look great. They look really cute. Yeah. For me, we’re just going to look at, like, open rates and stuff like that. One thing that we’ve been asking for involved is open rates. Oh, yeah, yeah, yeah. We don’t do a lot of marketing, but we still have a lot of issues where our customers say, let me know you’re coming. Yeah. Yeah. You did. Yeah, yeah. Okay, but evolve. Yeah, we do a lot of the notifications through. Customer replication, like your services do on these are the different categories that we send out on a regular basis. Not a lot of marketing in here. Yeah. Yeah. Well, that’s the thing. Like, you should keep your transaction. Usually it’s like, keep your transactional emails in one place and then start to centralize all, like, marketing emails in another place. Because also if you’re, if you’re transactional email account gets dinged. Yes. Because of marketing. Yeah. I went to 100% on that. I pushed back pretty hard when the managers asked me. To do? Like, can you. Can you do this marketing? Yeah, yeah, yeah. Even though I can. Yeah. Yeah. So we try to keep a page, okay? Okay. Great. We got that. What else did you ask me about? I guess, like we don’t need Sage for anything. I don’t think so. Okay. And then dream. I’m talking to Natash, so dream is somewhat integrated. With. Okay? That’s what happens with with evolves. When we go to an account and we create an estimate. Not a lead. If everybody says need, but they need estimate. Yeah. We make an estimated schedule it on the sales guy that automatically gets the favor to dream. Okay. There’s a packet that gets sent over and then that shows up in their system. They want the entire sale on the dream side and then the only thing that. Comes back into evolve. Our documents. See? If I can, lucky. Okay? Yeah. So this. These are two examples that came back from Dream. There’s the unsigned and the signed. So whatever the customer agreed to comes back into Evolve as a PDF. Okay. And what they didn’t agree to but was proposed comes back as a proposed but unsigned into. Evolve also has like all the pictures and service order summaries and. Then that’s what that gets sent to the customer as well. Okay, Okay. I don’t know how much you need to get, like, on the mobile side. Do you mean that? Let me know. Yeah, I’ll tell you, I’m not really gonna do much there. I’m a customer. Customer perspective. They, they are supposed to get their work order. Well, I told, I’m going, I, I’m going to order somebody from my house, probably this, probably like this week, okay? To just go through the process. You’ll see me pop up and I hope I’ll hopefully see me pop up somewhere and. So I was going to go through and just, like, do an order for, I need to ask my girlfriend what she needs. What we need dog. But maybe lights or something, and then kind of go through the process. Yeah, yeah. So depending on the service, you may get a little different experience. Okay, so things like mowing and holiday lights and trash bin cleaning, they don’t send a service slip. Okay? They do. They should do pictures. And occasionally they do a voice recording that says, thank you for letting me service your home today. Okay, and what. What about when the technician comes and then you bundle? Like, how does it. Does it change? What? The bundling is all on the sales side. Okay. Doesn’t even know the difference. Okay, okay, okay. Yeah, I see. I see. Perfect. Bundle. That would be a good thing if you can bundle something. Yeah. To see. I’m curious what that experience is. Okay. I really am. Sure. Because I. I know how it’s supposed to be, but I don’t know. Sure. Actual execution? Yeah. Okay. But you should get the discount on the additional services. So if you do. Pest control and mowing, for example, I think you get the first month or two of mowing free. Okay. And then if you cancel. But don’t cancel. But if you cancel, like four months later, then we charge you back for that. This bundle discount. Okay? Okay. Okay, great. But the tech doesn’t, okay? Yeah. I feel like this is a lot of what I wanted to. Go through. It’s a lot. I don’t have any PTO coming up anytime soon, okay? March. So. So, yeah, I’ll be back. Okay? I’ll be. Available if you ever want. To like me again. Yeah. I’ll be back in office here probably next week sometime because I’ll be reviewing some stuff. With bo and steven. And then we’re starting. I think this was the big unlock for us to get access to evolve, to start to do some analysis. And then I’m going to work through less to get access to Google Analytics for, like a website data. At that point where we have, like, 60% of, like, what we need to start to dig into, like, looking at traffic. We’re getting kind of budget information. On spend. And then we’re going to start to look at basically all the customer and sales data. And this is like, this is the meat of it. In an evolve, when we hit a couple highlights, just to make sure you. What? What is an evolve? Customer. We’re on a customer account. So it should save his residential commercial tag. This is the way the customer wants us to communicate with them. This is a robo voice or text message or email. I am curious, like, how those change. Sure. Be like more customers are going to text messages. Well, yeah. I mean, one thing I talked about, there’s no sms, like purchase flow, even click to buy. I know there’s a whole, like, struggle with that. So. So that’s coming in. Evolve. That’s on their early 2026 roadmap. To be able to do more through Texas. Great. For invoicing and statements, but we don’t do sales through here. So yeah, yeah, yeah, yeah. The in round notification is the. The technician, when he’s on his way, he sends a text message. It says it should have his picture in there, so you should have that experience. Great. And then is this customer eligible for the post service survey? So some of them say, don’t send me the survey. You’re driving crazy. Yeah, so we can take them out of that. Okay. Oh, and on the other page, there is a link to Zillow, which I’m in the sales guys. I’m not very helpful. Okay, great. Service location during location. Blah, blah, blah, blah. Okay. All right. Here’s the source. How did you hear about. Yeah, so source is going to be really. That’s, like, one of the big things we’ll go through, which is great that you have actually, like, a lot of. We have a lot. I just hope we’re going to. See that people are using. They’re not. You feel like they’re just defaulting to some or you think there’s like. I think it depends on the agent, okay? I used to run reports on source news services that are entered. Who entered them and the source. And I’ve since passed that duty off to actually, N is my process guide, my collection manager, and he looks at all new accounts that have been created. Wow. Looking for them, trending, making sure that we had the settings right perfect, and then setting up on auto charge, which is supposed to. Be the standard and that he sends that report, once he reviews it, he sends it to Yvette. Yeah. And I’m hoping Yvette is looking at those trends, like, for source codes. Okay. Okay. But it is difficult because there are so many source codes in there. You know, when you get to tv, like somebody said you saw. They saw you on tv, it’s like, well, which station? I don’t remember one. Yeah, yeah, yeah. But I almost am like, kind of look at the data and. And I mean, like even give you recommendation on, like, maybe we should consolidate. Yeah. You know. Because. Because, you know, it only matters to put the channels if on the marketing side they are doing that. And they’re not. They’re not. It’s not like. They really? We just want to know, are people coming from TV at all? Yeah, like, that is actually what the signal is more important. And so when you do the. Report. When. You do the source report? There’s a category channels. So you can run it. By tv. Great grabs. All of them. Oh, nice. Okay, cool. Yeah, I wouldn’t trust the detailed one, okay? Just for that, okay? Do. Source. And that source carries through on the the service code level. There is a way and evolve to change that source depending like if they have a new service, how to do hear about us. Like say they’re an existing pest customer. And they started pool cleaning. And maybe they heard about that pool cleaning from an email blast. Oh, okay. It’s still going to say the original source code. We have it overridden to always follow the original sources on the original. Sure. We did that because of acquisitions, because we need to follow it through. But. There are some flexibility that we had to change that, okay? You. Obviously. I think that one through, okay? The account labels are really limited right now. We do have a friend of Bobby and friend of Matt at the end of one of those very important. Opt out of marketing. This is one of the customer says, don’t send me marketing stuff anymore. I don’t know what’s happening. Unless the sign. I don’t know how often Ian is pulling fresh reports. Because if they tell us on the evolved side and they don’t go full pressure report, how do they know who’s opted out? It was a little. Okay. Little fuzziness on there. Okay. The portal, if you want to see that experience at all, you can go into an account and just hit. Hit Logan as user and it takes you. Right. Oh, great. Great. Okay, cool. But once you sign up, you’ll be able to see that, too. This would be. Great to impersonate, to look at rewards and stuff. Okay, cool. Yeah. And you click on reward points takes you to the website. Okay. Okay. The services. This is their ongoing service here. And you can open means it’s actual happening for all is, including the canceled ones or the ones that have already been completed. Okay. Billing. Complicated one with this father transaction, okay? Notes is an interesting one. There is a notes report, but I’m hoping you could tap into that. By the API because it will bog down. But you can learn a lot in these notes I saw from technicians. Oh, okay. It is from complaint, cancellations, collections, billing. These are all tags for the notes. And a tag is required. And are they. Are the emails, like if a customer responds back to an email that’s tagged here, too? It’s probably gonna look something like this. Like this is an email that Patricia copied and pasted into a note. Okay? And Patricia is. She’s a 11 season. I see. So it’s up to the CSR to put that in there. The email went through Evolve. Yeah, it automatically be there. That’s what I mean. Like, if the email went through Evolve and they responded to that, that gets. But most likely it’s not going to evolve because it’s still fairly new. Okay, Okay. Documents tab. That’s all your pictures, service orders. Voice recordings, all that I was going to ask. Also, like our service costs. Like you. Do you think it’s important for us to look at? Cost of goods or do we have, like, rough estimate on service cost of goods and different areas? That’s pretty dynamic. Because that’s something like, for us, we will start to look at, like, Service profitability. As we look at any profit, we’ll look at revenue discounts, refunds. I would say it’s cancellation and then tighter cogs. Okay. Because Mechanical is using flat rate pricing, which tracks in here in the mold. It’s like basically, if you need your. And it needs a compressor capacitator. Or what? I don’t know. Sure. Capacitor. So those repair codes have labor built in and material built in, all in ebol. So you get your prostate goods through there. Outside of mechanical, it’s going to be a mat thing, and I don’t know how deep it gets. It’s. More of a general. Here’s your overall revenue for residential pests, and here’s your cost of goods for pest. It doesn’t get that granular. Okay, okay. Estimates. That’s the part that gets kicked over to dream. Okay? As soon as it’s created hit save it goes over to and nothing commercial and nothing commercial happens here. In Evo. Okay. All the commercial is also inherited. Everything. Like we were creating a new estimate. There’s a commercial estimate, but if you. If it was a irrigation for commercial, they would use this for commercial or residential. Okay? Sure. And is that just because, like, it’s just not big enough to have been separated out? It wasn’t. And it. I think the way that Matt does the budgets at the end, it just creates a lot more work if he has to, for sure. Yeah, yeah. But it would be cool if there was some kind of intelligence report that was easier to break out residential commercial. Well, I mean, we’ll end up looking at the. So this is where I’m. I’m interested in seeing what dimensionality you have. On both your residential and commercial? And for example, is there a way for you to, like, enrich that with any other information that could be helpful, especially on the commercial side? When you’re dealing with businesses, there’s a lot of information you can procure about the business, like things like their revenue, their headquarters, their employee counts what they do. So I’m interested to see what exists already, and then. For us to be able to look at the commercial side of the business. We will start to segment by B2B. Business is great because there are fixed segments and where business operates, you can look at what types of businesses are employing, services, growth, you know, and so there is a field in here. If it’s a commercial account to put an industry or something. Yeah, when you do commercial, it opens up another section. Industry. Cool. So we do have these categories. Okay. Okay, perfect. So, yeah, we’ll be looking at this. And then, yeah, that’s also where it’s like, if. If part of this also is, you know, on the creation of a new commercial account, we can load in, like, their revenue and stuff like that, and that’s something that we’ll end up looking at. Commercial is tough because. I don’t know if your data is going to be super clean, okay? Quite a few years ago. I’d say maybe four or five years ago when I didn’t know about it until, like, three years ago. The commercial sales team was given permission to just enter their own accounts. Okay. Proper training. And there’s been a lot of cleanup on it. Okay, so. That is still in place. Okay. For them to enter their information. Okay. Okay. So, I mean, we’ll see it. You know, we’ll see it, and I’m sure it’ll come up in another. And then you’ll be like, that’s. That’s that. Okay. So, yeah. So equipment is really. For the mechanical side, like if we installed a new air conditioner. Or substantial equipment like tankless water heater. That should be all tagged on the account. Okay, so that’s something that’s interesting to know, too, like the age of the equipment. What if we did or not? You can still put equipment in there. Yeah, okay. These reports and devices that’s going to be more specific to. That’s your job, costing them and mechanical side and the areas and devices is more specific on the pest side. Okay. But I do want to show you a report on the reward points. Since you asked about that. We have this thing here called, and there’s nothing right. There’s no reports right now, like on sort of subscription. Like anything around subscription or ongoing services. More like the looking at subscription revenue or like subscription churn like that. Like basically like inflows and outflows of new. Or basically what you can do is you can basically forecast, like, subscription revenue. Right? Like. Okay, so you’re talking about, like, recurring services. Yeah, yeah. Okay, so we usually call those maintenance services internally. Okay, so your maintenance services that gain loss reports feeding off of that. One of the reports that I’m begging for and evolve is is exactly that. You’re you don’t have that report and you can try to sort of get there through report writer, but you’re going to get some duplications because it’s going to pick up. Like if the program renews every year, Right? It automatically renews every year. And this is. Let’s say the renewal happens in November. It’s going to show up as an open program in November. And October, November, December, it will show up twice on the report because there’s that over. So it’s hard to get that. We definitely don’t have a predictive budgeting after that. Yeah, we had that in PES back. We don’t have it in this one. I’m like, guys, we got to have this. That’s crucial. Yeah, we’re forecasting your. Your amount. Yeah. I mean, that should be an easy thing, and it just doesn’t exist. Okay. But there is a reward point leaderboard. So these are customers that have over 30,000 points. There’s tons of them. Not redemptions, though. This is just. This is what you’re sitting, ready to be used. And, you know, those are marketing dollars. So when they redeem them, it does hit marketing. But what’s the point of having them if we’re not? But I want to see sales. I want to see all time in six months. Sales within this basically in this to look at like, are these old customers? Are these consistent? Like, you know, how can sales, for example, if you see a customer that hasn’t spent in the last six months, Someone in sales should call me. Like you’re sitting on these points. You might as well start using them. Get us back in there. You know? It’s just. A name. Just a. Minute. Kenneth and Ng, there’s some mers. Let’s just look and see. So they’re active. They have. Hbc and roman. That’s it. Why? Yeah. Why? Have they ever had anything else? Hbc, but they’ve been going for. But I see the scroll, I feel like, yeah, they’ve been with us for a while. How many years? Like. Yeah, so. 20, 215 years. Kind of probably looks. I mean, looks consistently for five years. Yeah. So these are the services that they’ve gotten with us. In five years. So they’ve tried out some. They’re open. Yeah, they’re willing to try. Yeah. Okay? There’s a lot. Like I say, we’re going to have to be in touch because. Yeah, yeah, yeah, yeah. We just kind of scraped it a little. So what? So what our kind of process is as we start looking at the data. Amber on my team will probably have some questions about definitions. And so we’ll just. We’ll score, we’ll go back and forth on that. And then if it ends up being like, two dense or we have, like, strategy questions, we’ll do meeting, and then I’ll be here next week. And can say hi, but I think just access to these would be great. And then happy to kick off the evolve. You know, sort of like, can we get a bulk feed of this into something like a bigquery? Or API. I’ll follow your lead on that. So yeah. I haven’t been with them every Wednesday, okay? We don’t have one today. So. I’ll have one next. And I can. I mean, by Wednesday, I can. I can outline the requests a little bit more thoroughly. Yeah, yeah, for sure. If you could send it to me. Okay? And then I can. Give them head. S up? Yeah, we’ll outline them pretty explicitly, like what we need and how we could potentially. Do it. And that way, maybe. It stings other customers are doing or whatever. You have your thoughts, okay? The easier it’s going to be okay to get them to. Okay. Yeah. So buy, buy. Next Wednesday we should have BigQuery set up. Place to land. Some information we will have gone through. You know, anything that you share will be going through this. Yeah. And then, I mean, I’m happy to come back, even this week, to get files, like, whatever is easiest. I just don’t. Okay, then let’s do my. Let’s zoom. Let’s zoom Monday. We have. Our. Our monthly company meeting with the office. Okay, so I’m in charge of that. Oh, great. Then let’s just do next week. We’ve got the. Christmas party. Saturday. We’ve got. Our. Our. Group Christmas secret Santa tertuy in the morning. Oh, yeah. Okay. Okay. Okay. Okay. And then Friday is probably forever. Okay. Okay, let’s do Monday and then, yeah, we. We have a Brainforge at Go Anteater email account too, so you can go ahead and even. Yeah, you can even add that to evolve. That way you don’t have to add any like of our personal emails. So it’s all under the domain? Yeah. Y. Eah. I’m pretty open. On Monday. I am out. Of town Tuesday, Wednesday, Thursday, next week. But I’m physically here. On Monday, okay? I’ll be available remotely. How do you want all that stuff from me? Just remember that. I already want to. Just plan on getting it Monday. I can do it Monday. I think if you could give us access to evolve. That would be the biggest unlock. And that way, by Monday I will have a couple more questions, I’m sure. And we’ll work on that through the weekend. So I’m going to just block my Monday before somebody fills me up with stuff I don’t. Yeah. And then I can even come in Monday afternoon. Yeah. It won’t take me that long to get together. And honestly, if it’s like, even if it’s at least the last five years, that would be ideal. We’ll take as much as we can get it, so it’s easy to pull over many, many years. I just, you know, I don’t want to give you too much. Yeah. I mean, I. Think? Yeah, I think the last five to 10 years is perfect because we just want to show. We want to find seasonality and trends. You know? Yeah. So my reports go Back to like 2020, 2001, but those aren’t as robust. So I do. Ten years. If I go back too far, then fortunately not be the same. I think if you. If we can do 10 years of data, I think that’s more than enough. Hi. Yeah, I feel like that’s fine. And then if we end up with a question past that, I’ll let you know, but that’s fine. Okay? How else can I help? Anything else? That was a lot of questions from me. You are helping me. I’m just excited that, like, somebody’s digging in and figuring this out. Is there anything else that’s, like, you wish that certain systems were talking to each other? Anything like. I mean, a lot of our work is. We’ll also. Be exploring a lot of, like, different ways to leverage AI to, like, help a lot of your day to day. But if there’s anything that, like, you would like us to explore, I mean, we do a lot of, like, data integration work and things like that. So if there’s anything we can also poke at while we’re kind of going through things, I’m happy to consider it. The biggest thing that I think there’s a company that we’re struggling with is training. Okay? That’s the big one for us. And I know, I know that’s gone a long way with Andy and. Yeah, yeah, yeah. That’s great for her team. Yes. It doesn’t help any of us. Yeah. Yeah. But, I mean, my big, huge wish list is. Some of its integration, some of it standalone, is having a central. There’s two pieces, okay? The first one is the training piece where you have a central knowledge base. Yeah. But somehow integrated with evolve. And I’ve talked to you folva about this and they have ideas for this. Definitely one. But what I would love is when you’re in an account and you need to do something, create a follow up or schedule an estimate. Whatever you need to do. There’s the generic how to that evolve things to do right. But there should be some sort of pass through to our knowledge base that gives you more in depth. How do I. One of our big things we just talked about lunch today is you have a deceased customer. What do you do? A CSR only gets that call maybe once in their entire ABC lifetime, right? What are you doing? They mess it up every single time. Well, it’s hard to remember what to do when you’re only doing it once every time. And so what is, like, what resembles a knowledge base today? Like, it’s just Google Drive, basically. It’s all over the place. All over the place. But having a central knowledge base. Well, and I have talked about this a lot in being able to narrow that down as I don’t want the whole world to know what my team is able to do because we don’t want people to try to do things. But there’s different hierarchy on access level and that, but also tapping it into evolve and on the screen. You don’t want to have to try to figure out where to go to find an answer. Well, this is why, like the Andy product in particular, we had to do a lot of work in centralizing all of the CSR policies, and we did a lot of innovation to make that happen. And now they’re actively turning off access to those documents because it’s easier and better for you to get that through the AI system. So I feel like there’s a lot that we learned that we can adapt elsewhere. We’ve had Google Docs that have been going for years. Many, many years. Employee discount is a Google sheet. You got to remember what things called and go find it to know what your discount is. I get asked that monthly and is that coming through front. Seamount. No, the question to you. It’s usually. My office saying I didn’t get my discount. What is it? Other people in the call center scheduling it. They’re usually pretty good about it. But. Yeah. Knowing what. But just reference sheets like that. Sometimes. Reference sheets. Sometimes they’re. How there’s just a lot of complex. So for me, I wonder how, like, we can take what we. I mean, the Andy Project, that is the highest volume of, like, what do we do in this situation group in the company, right? And. So we’ve done a lot to solve it there. I wonder how it would take. It would. If we went through the same process, it would take us a long time. I wonder how we can equip like a department leader like you to. To build the knowledge base but still leverage the Andy like ergonomics. Like, it’s in a Google chat. Yeah, maybe we create one that’s just, like, on your team and you’re like, hey, if you have a question before email or anything, Try the chat and then it handles, like, front of house. Yeah. How do we make it easy for the teams to update where that’s pulling from or, like, triage issues? Well, I mean, part of it, too, Andy, is, you know, that’s great for the call center, but my team works so closely with the call. Center. We don’t know what Andy’s telling them. Yeah, yeah, yeah. We on the same page? Yeah, yeah. Is what Yvette told y’all the same as what we’re assuming that they’re doing? Yeah. Don’t know. Yeah. There’s no transparency there. Yeah. Like the other way. If we had that for our team. Yvette would need transparency. It’s beyond just my team, though. It’s. The tech’s out in the field, knowing what to do. There’s a lot. And some of it’s evolved, some of it’s not. Yeah, but some of it, again, the alternative is like a Google Doc that was written at some point. HR should have a whole section. I just had an employee that had a health issue. And didn’t know how to do it. It’s like you have to report that to HR issue. It’s all this, what do I do? How do I do that? Yeah, recruiting. And how do I offer somebody a job? If you’re a manager that only hires once every several. We’re all just. Grasping as well as we’re trying to find an old age, searching it for the instructions, and we’re too big for that. We’ve been winging it for too long. Yeah. So that’s really helpful to know if there’s so one thing. If there is something, this kind of goes to what is the operational complexity of the business? It’s not just like, oh, yeah, you have all the data we could do. What is the internal friction that needs to kind of get removed? Right. And. So that’s what we’re trying to express to Matt and Bobby is like, what are the things that are affecting the team internally that’s preventing them from doing what their superpower is and really focusing on the customer and the team? So training is one piece. The other piece that’s just been gnawing at me for a long time now is. It’s a big problem. And I know a lot of it comes from the team. We’re not as strong communicators as we should be. So we’re not communicating at the top level. Nobody else is getting the information. And it’s all internal comms. And this is internal comms as it relates to goals, policies, like changes. Okay? So we have a landing page in Kalosity. And that’s kind of our go to, but. There’s so much stuff on there you can’t find. But the way I pictured this when we started our company, goal of communication a while back. The vision that I had for. Maybe it’s just a pipe dream, but I see every employee is having some sort of dashboard. How am I doing? People want to know how they’re doing, what’s good or bad. They want to know how am I? Are my stats where I need to be? What are important dates coming up that matter to me? What are our goals for the company? How are we doing on revenue? What are some things happening? What’s important to know? Bobby spoke at the Lighthouse thing yesterday at some organization. That’s a cool thing to know. A little ticker tape at the bottom of news or pictures or we want engagement, but it would be cool. And every technician had a QR code on the dashboard in their chuck. When they get in, they check their dashboard for them. They just click on the link QR code, and there it is, everything they need right there. And that taps into the knowledge base that’s happening to all the links that they need to link. To log into all the links to login. Yeah, there’s all these micro cuts throughout the whole process. Yeah. In my company, I think a lot about what would it be to work here. And it is tough because you want to do so much and you want to communicate so much, and so it is really hard. But also, one big thing on your vest team that we talked about is the turnover on our team was really rough. I’m like, you’re spending six months training folks, and they’re not staying past the year. It’s brutal. And I’m like, okay, well, again, if the job is really tough, already working phones, but if everything in the process is hard and they’re learning, like these new divisions, and you’re working overflow on something. So that was a lot of, like, what we tried to attack, which was just. Like the employee experience. You know, we say the words. We say employees first. Yes. We say that if I. Richard Branson and all that, you know, we say that that matters. But are we doing it? Are we really doing it? Our heart is there. Totally. Totally. I mean, that’s so, so apparent. I think it’s just tough. I think for all the benefits of being in business for this long, it comes with a lot of just. You just build up and build up and build up. Right. And so I’m glad to have the opportunity. To try to help. I think there are things that we’ll find. But, you know, of course, like, our job is we will. We will not be able to solve all of them. And so for us, it’s to put together the things of. I always told Matt, I said, your job is to throw us into the. Biggest, worst fire. And that’s where you should use us. Like, that’s where it’s worth the money, and that’s what we love to do. And then we’re gonna come out and explain, like, what are things we can support? What are things? There’s maybe other agencies or other vendors, and then what are things that you just have to start empowering. Your team to do. And I’m learning more and more as I kind of go through the org about, like the talent is in the. In the building, you know, to do. To do a lot of these things, and I think it’s just having the right tools in place. I think reports would be huge because the majority of our senior managers are not tech savvy. Expecting them to be. Yeah, they just want to understand their division and their business. Right. They’re not in use at all. Yeah, the pest manager that retired two years ago. I taught him a couple years before I retired. Had to do subtle and evolve, like, you know how to do it. And are they folks that typically are they working through that division or how are they getting into that, like, role? Typically, they’re really good at knowing how to kill bugs. Cool, right? Yeah, they’re really good about knowing landscaping. And the business itself, like the managing side. Yeah. I mean, but again, it’s like, as long as if someone can help them produce that, that’s a great first start, you know, you just can have the tool and it’s easy to understand. Or at least be like, everybody can now open a dashboard on their phone or open a dashboard on laptop and. You say, this is what we’re going to do every week. We’re going to open this, we’re going to. This is what we’re going to talk through. And it’s stamped by the data team, you know, okay. Okay. This was very, very helpful. Thank you. I know I’ve taken a lot of your time, so this is awesome.