Transcription
My business partner and I had a live coaching call with Alex Ramoszie and recorded the entire thing. And in this video, I'm going to talk about how we implemented everything over the last 30 days and how that played out for us and what you can learn from it. So, with that being said, let's jump straight to the call. We're going to pick up in the very beginning here where they call my business partner Tim and dive straight into things.
>> All right, we've got Timothy Shucker.
>> Okay.
>> Business is advanced agent marketing agency.
>> Okay.
>> Revenue 4.8 million profit 25% profit margin.
>> So, 4.8 Top line.
>> 25% margins marketing agency.
>> Hey Tim, can you hear us?
>> Loud and clear. How's it going?
>> What's up?
>> Not much. Just watching the live stream.
>> All right. So, uh 4.8 topline, 1.2 million bottom line. What's the issue? Where do you want to go? What's the problem?
>> Yeah. So, the short-term goal is getting to a million a month.
>> Okay.
>> So, we're pressing the foot on the gas in terms of scale.
>> Okay.
>> Um we're at a similar revenue level. I was watching the stream yesterday, you talked about uh at gym launch before you guys added in the back end and the continuity.
>> Yeah.
>> That you guys are around the same level as we are. And so like our back end and our continuity I feel like could use some work.
>> Yeah.
>> But really just want to kind of get an idea of what the highest leverage moves are for us in terms of where we are to I mean basically we're talking about tripling.
>> Yeah.
>> While also keeping the profit margin at a solid level.
>> All right. You want to you want to you want to.
>> What's your price and who do you sell to?
>> Yeah. So, we sell to insurance agents. Uh it's like a $15,000 offer, 15K for three months.
>> Okay.
>> And it's basically it's like a marketing package. So, essentially we help them brand themselves so that they're viewed as an expert.
>> Okay.
>> Heard.
>> Wait, so it's it's not just it's a branding package, not running paid ads.
>> It's a combo, right? So like basically we put them in the ad and then we put them in like a video where by the time they go through the whole process is like they're seeing the agent's face over and over versus just like buying leads and then cold calling people.
>> So, are you putting content on social media for them or are you just doing like um campaigns and retargeting campaigns and what is it just.
>> It's Yeah, it's mainly paid ads like it's the posting on social is not part of the service delivery. It could be, but to be honest, like most of them are not going to do that.
>> So, do you say that you like I like this is this is just us us girls talking. Um, do you tell them that you're building them a brand, but you really just like run ads for them and generate leads?
>> Uh, well, the whole idea is we call it the personal brand funnel.
>> Uh-huh.
>> So, they are building a brand because they're the Facebook.
>> But it's not like we're like posting and building like an Instagram or anything.
>> So, so you're basically just getting them in ads and then running ads, but they're in them.
>> Exactly.
>> I have a question. Do you know what percentage of payments fail and what percent of customers pay in full the 15k over three months?
>> Um, I mean, we've been running the 15K offer since April. Our payment completion rate on the 15K is pretty solid.
>> So, for context here, um, we're getting a little bit of background on the business. Now, my business partner and I, Tim, had previously been stuck at about 100K a month up until March of this year. This year being 2025. And so after we had introduced this new offer of 15K and started scaling the team, uh just last month being August, we did 500K in sales. And so at the time of this shooting of this video and so it is now October when I'm filming this. And so we've had a month to implement everything. But just so you guys have context on on all of that, um these offers are fairly new. They've been scaling up and everything, but our core offer has been pretty much the same one the entire time. Uh, and this has been like the addition that's really gotten us that additional 400K a month in revenue. So, with that being said, I want I want to give you guys some additional context there. Let's kick it off.
>> Okay.
>> Exact. I don't I don't know.
>> What's What's CAC?
>> What's CAC?
>> Uh, the CAC is like 3500.
>> What's LTV fully loaded?
>> Um, to be honest, I uh I don't have like those numbers right in front of me.
>> What What percent? Well, like you wanted to get to.
>> Quite a bit.
>> How many customers do you get per month and how many customers do you have active right now?
>> We get about 50 a month.
>> It's scaling up. Currently, but currently in our group, we have over 250 people.
>> Okay. So, do you know what churn is of? So, after the 15k, what do they what do they pay for? So that's kind of like that's.
>> So at the time of this call, you know, my business partner and I jumped on his phone call after this and we're realizing we there was a lot of numbers that we didn't have that we did need to have to be able to make the decisions to move forward and grow this business, which is kind of what you're seeing here and you'll see this as a common theme throughout the whole call cuz you start to asking for fully fully loaded CA uh LTV and things like that which at the time we didn't even we knew what LTV was, but we didn't really know what fully loaded CAC or fully loaded LTV was. That was a fairly new concept to us. So, uh, just in light of of, you know, the ignorance here, I thought that was a little bit comedic, but this is something that, uh, you'll see to go throughout the call, but he get he gives very directionally accurate advice as we continue to give him context on the business. So, let's let's d back in.
>> What we're trying to create and structure. So, basically what we've been doing now is my business partner, he's jumping on back in sales and trying to reenroll people. Um, but the idea would basically be to like help them scale their agency, help them scale their brokerage.
>> Yeah.
>> And then just, you know, ideally a 5k per month retainer would be what we would shoot for. But.
>> Yeah.
>> We've had a couple people take that. Honestly, like the take rate on that has not been as high as we would like.
>> Heard. Let me just let me give you some let me give you some nugs. All right. So, thing one, if you're trying to sell them on the back end, you're too late. You want to get the renewal before the end of the third month. So you want to be looking to get in the renewal at like end of month one, halfway through month two. You want to be you want to have them still in cycle, not like this is now a new purchasing decision. So it's more like let's keep the party going. U not like now do you want to take the next step? All right. To be clear, this.
>> So I will say this is one of the pieces of advice that we did take. And so what's actually interesting, um, we just brought in financing like literally last week, third party financing that I think is going to really help with this in terms of getting more cash up front. But with this, this was like mind-blowing to us, right? Like we were told previously by other mentors and just like honestly just hadn't really thought anything else about it, which was like, you know, just renew them and that was pretty much that. And we actually did implement this into the business and we have been getting significantly more renewals than we were at this time. At this time I think we were getting like maybe one a week on average and now I think we're getting like three a week as of last month on average. So like give you some context there. This is one of the pieces of advice we did implement. Totally crushed. Can't say enough good things about this. Highly or highly recommend it. Um, if you're running an offer that has either continuity or if you have like an an upsell option where you can like get him into a mastermind or something that would be that would be a phenomenal thing to do and you know to essentially keep the party going, which was a great way of putting it. So, let's dive back in and see what else he goes over here. But I can tell you uh from experience of the last 30 days, this part, this piece of advice absolutely crushed for us. Shout out to Alex and Leila for that one.
>> Number one, so from a timing perspective. Uh, number two, I think you need to have a better offer uh for the back end. And so what I would do is like maybe it's a uh so they bought three and you say, "Hey, uh if you basically let's get you let's let's roll this forward for another three. Um and we'll roll your last month into the next month." So basically it's like you buy you buy two get one on the back. So then it's $10,000 for three months as a continuity. And the main reason I can take that $5,000 off is because the setup that we did up front, we don't have to do it again. So, I'm willing to do that, right? Because the thing that you're actually looking for, I'm just telling you right now. So, if you're selling 50 deals a month, if you want to get to a million dollars a month, you need LTV to be 20K. And right now, you're close, which means that I'm going to guess that your conversion on the back, I mean, you already said it is pretty bad, right? I mean honestly up until very recently we had the CSMS trying to do it and they just weren't.
>> Right. They're not sales. No.
>> Heard. Yeah. I I get you. Yeah. Also the other piece is like an interesting option here is that you can just like there's there's two that come straight to mind for me.
>> And this is one of the things that we we kind of saw is like our our sales calls were not converting on the back end and there was a few other issues that came up like you know we were we were they were we were catching them in between cash flow cycles and things like that. But with this part here, this is super important where he talked about improving the offer on the back end. And so we've been trying and testing different things, you know, adding on one thing here, taking away that this thing there, bonus here, bonus that, if you do that, if you renew for longer, we'll give you, you know, better better terms, etc., etc. And so that's something that was, you know, I'm now jumping on the backend calls and converting them. And then before, you know, we had had our CSMs doing it, which, you know, we were basically having our client success team do it. didn't really make sense because they they didn't have enough training for that, etc., etc. But, um, this was something that was super important was improve the offer and get them earlier. Both of those things have been working at a really high level. Let's get back to it.
>> One is that you just sell the 15 for three and then you sell them again, you know, 6 weeks in, four weeks in, whatever for the next deal. Credit a 5K uh for the for the setup that they don't have to do and then they can pay for that. That's option one. Option two is that you just say it's 15K and then after the first three months it continues at three grand a month or $3,500 a month. It just automatically continues. Now when you go in, you still want to sell them on it, but you don't need to actually have them do anything transaction-wise. So it's like they just say yes and you say, "Awesome. Well, you're already squared away. We just want to make sure tell you what the next steps are looking like and this is where we're going from here."
>> Got it. Makes sense. So like I think you call like.
>> What is it? Short tail, long distribution.
>> Yeah. Big head, long tail. Yeah.
>> Yeah. Got it. Okay. What are your thoughts on um doing like red shares or apps splits or contracting the agents directly?
>> Everything that.
>> We mentioned the school games and you were saying the brokerage is like 100% the play.
>> Oh well then yeah the brokerage is the play. I mean like if you can if anybody who's listening to this like in general if you have a a legal way to actually split revenue with a business that is like and if you're mind you if you're good at what you do which if you listen to my stuff please be good at what you do. Um, that is always going to be the best way to because performance is always is the most lucrative for winners.
>> I think there's a huge caveat on that one.
>> Okay, then put your huge caveat on it.
>> Well, I would just say like what are the results for getting people on the front end? Cuz like even if your offer is shitty in your sales.
>> That was my caveat. You got to be good.
>> I'm asking.
>> Okay.
>> Like that's why I'm curious. I was like, what are the results?
>> I was trying to say like I didn't I was like I said this. No, I know, but I'm I'm just I know you said it as a caveat, but I'm asking specifically right now because I mean, we've seen it in in our businesses in our portfolio companies, which is if you're good enough on the front end, you can have a shitty sales team, a shitty CSS team, a shitty offer, and people just keep wanting to pay you sales and market.
>> Because you're really good on the front end for getting them the results. So, I'm just trying to understand if is it an expectations issue, or a procedural issue?
>> Are you asking if if we're getting people results just so I'm clear on the question?
>> Yes. What's the average results?
>> Yeah, correct. Um, well, honestly to like to be clear, I have a hard time getting people to report the results back to us. That's been like a big bottleneck for us, I would say, on that. Um, but the clients who are crushing it are like really crushing it. Like we had one girl who just came in.
>> Um, on her first appointment, she found someone who's going to roll over like $4 million in annuities.
>> Uh, we get we get people that close like six figure insurance policies all the time. So let me let me tell you.
>> What Ila the first thing that Ila wrote down when you said your the name of your business or what you do.
>> She wrote down price and then she wrote down avatar.
>> And so right now there's two elements that you need to control. So if like what I hear from you is right now is that you have volatility in your results. You have some that are super good and some that are nothing. Right? And from the perspective that all outcomes flow from you which you should take that, you know, ownership on life. Then you need to pick either better customers or number two you need to train them better or a combination of both. And so maybe there's a client that you're getting that is a certain type of avatar of insurance agent that this thing is worth $50,000 for and those people all succeed rather than trying to find the blended average of zeros and 100. Does that make sense?
>> Yeah. So you're saying like maybe decreasing units and just selling to the top percent.
>> Yes. Yes.
>> Yes.
>> So, I'll I'll tell you a story. I'll tell you a story that'll reinforce this. So, you gave the analogy with Jim Launch. So, I just want to make sure that you remember this one point before I say that, which is that.
>> You need you need LTV to be over.
>> If you really like you want to hit a million dollars a month, you need LTV to be at 20 or 25,000 minimum in order to get there.
>> All right. That's what gets you there. So, anybody who's watching, it's sales velocity times lifetime value equals hypothetical max. So, if you're curious like how that works, um it's SV times um hmax. Um and so this equals your hypothetic max. You're like, "Hey, I" So if you want to reverse engineer a goal, you say, "What's the revenue goal I want to hit?" You say, "Cool. Well, I'm doing this many deals a month, which means this is how much I have to have every deal be worth over the lifetime in order to get this revenue eventually." Okay, back to you. So, so Leela is suggesting that you do 25K for 3 months instead of 15. We've seen we've tested this in multiple businesses where essentially it's literally the exact price increase actually, which is you go from 15 to 25k. There's barely a difference in terms of conversion as long as we're just we're qualifying a little bit more on the front end. So maybe you lose, I think it's like the average business we've lost like two or 3% barely any on conversion, but we've increased the price by $10,000. And so like I actually think you get the 25k on the front end if you just qualify your clients more heavily.
>> And just be okay with cat going up. So if cat goes from 35 500 to 5K, who cares? Because the thing is is that those people are going to stick and that's ultimately going to make your business way more valuable.
>> The biggest issue that we see with agencies because we not only built a software for agencies, we've there's tons that come through the door is just they're so scarcely minded that they will not dial in the avatar and it seems contra like contradictive to what you're trying to do.
>> But it will absolutely result in you get two things from that, right?
>> One, you're going to get better talent because you have better clients.
>> Yeah. Huge.
>> The better clients that you have, the better talent you're going to get. And that's one of the hardest things for an agency to scale is that a lot of people don't want to work for an agency. It's a commodity. There's so many agencies out there. And so, what makes yours different? And the worst thing for good talent is shitty clients. You know, when I was uh hiring, for example, for acquisition.com in the beginning, I asked every single person I brought on for the portfolio, what's your biggest fear and what would make you quit? And every single one of them said, "If we bring on shitty partners."
>> It's the same.
>> And so, in order for you to have to reach the revenue goals that you want, I really feel confident that if you raised your price, you had better clients. You're going to be able to get better talent. They're not going to leave. And it's going to make the business in the short term, it might feel like, oh gosh, we have some refiguring out to do, but I think in the long term, you'll make way more money, and it'll be a better business to own. You're going to like it more.
>> So, let me tell you one of the breakthroughs that we had with Jim. So with this, this is something that we definitely implemented in into our business. Like I mean literally we got off this call called call called like a Defcon one meeting with me and my business partner. We were like, "Dude, we're raising the price. We're going to go after people that are up market, etc., etc." Later, like literally the next week, we were pitching everybody at um we have two products. One is 15, one is 7,800, uh 15K, not 1500. And so the next week we literally started selling at 20K and 12K for the same products. And um we were qualifying harder. But what we found was with this specific test um we also cut our conversions by like way over half or way under half. So it was like I think our conversions went down by like it was like I think we were getting like 40% of the sales. So like the trade for how much people were paying against uh the rate at which we were converting them from what we found over the course of a month was not worth it for us at this time. Um something that we're going to continue to experiment with and everything. I will say one caveat on that is that we definitely did do a like way too much, right? So, we tried implementing um up market like we tried basically split testing ads that were going up market to avatars we had never really worked with and then we started uh then we raised the price then we went off and started trying to tweak the offer to improve it all at once. And so we literally just basically changed like everything in our funnel from front to back that was working and weren't able to get clarity on what variable was what. And so this is one of those moments where it's like this is phenomenal advice. Our execution of it was not phenomenal. But the thing that you can learn from this is that when you're running a test uh and I think I did this in my last video, talked about this in my last video, but when you're running a test, the biggest thing that you're looking for is isolated variables. So, it's like, how can I test one thing to see if I'm actually getting a better result or not? So, for example, maybe I test a guarantee on 50 sales calls with with the one rep and then the same rep texts on 50 sales calls, no guarantee, and then we just look at the conversion rate across that across that sample size. It's like, okay, if we only change that, then it's like, okay, that that would help. But if we change the sales script, the guarantee, the offer, the price point, and then we do that for 50 calls, and we do the exact same thing for another 50 calls where we just change everything again all the way top to bottom, you're not actually able to get a a true uh test on whether or not it's actually it's actually better or worse because you don't even actually know what actually moved the needle for you. And so that I did want to throw out some game on that real quick because that was something over the last 30 days that I think I'm in my last video. I think it's like, you know, uh, this business mistake cost me $250,000 or whatever. And so, like, this was literally something that like our sales went down to was like 300 and some K in total cash that we did last month. It's like mid 300s, mid up mid upper 300s, I think. I don't know. But I can I haven't double checked the financial report yet. Honestly, still a little butt hurt about it. Uh, because it was it was our worst month in since like February uh in terms of growth, but that was something that I did think was worth noting. So, let's get back to the call.
>> Launch in the very beginning. Um obviously like a personal trainer could conceivably use what Gym Launch taught, right? And what Gym Launch licensed could they could. There's no there's nothing that really stops a personal trainer from using it. The problem is that they're just not ready. They're just not that level. They're just not, you know, I mean, they're not they're not responsible enough. They haven't learned the meta skills.
>> They're like, "Why aren't you working my leads for me?"
>> Right. Yeah. Just like, "I can't make a sale."
>> That sounds so familiar.
>> I can't make sales. This is your problem.
>> Right. And so, what's interesting is that everybody who competed against me, so this is like I really want you to like like take this to heart.
>> Everyone who competed against me in the in the in the gym space, and I'll just say the fitness space, couldn't say no to money. And as a result, their brands were deluded because they had so many people who didn't get results. And it might not have been because of anything they did, but because of a strategic decision they did to choose to take bad customers. And so instead, we just said if you like we figured out cuz just like you, you have like a couple people who are doing well, right? So we looked at our top 20% of customers and we said what do these people have in common in terms of the behaviors they do and the people they are in terms of the like demographics and like quantitative facts about their business that are objective. So we figured out that it was a a it must be a gym owner number one. Number two they must have a signed lease number two. Number three they have to have at least one employee. And number uh number four they have to have at least 30 members.
>> Yeah.
>> And if they had those four things then they would have a very high likelihood of being successful. And so that became our qualification inside of our funnel, inside of our application, inside of the copy of our ads, inside of our landing pages. We repeated it everywhere. It was the first thing we said on sales calls. And by doing that, the right person's like, "Oh, yeah, perfect. I meet all of these requirements. This is for me." And to the same degree, people who are not that are like, "Oh, this isn't for me." And so, it actually didn't really increase our CAC that significantly, but it dramatically enhanced the LTV of each customer. And this is why like I I've told a story in I think one of the other books. Maybe I told in the Money Miles book, but there was a there was a there was a guy that I helped who was in the same space in fitness and he also sold uh personal traders and stuff. He was doing the same sales velocity as me. Same number of sales per month, but his LTV was like 7K. Our LTV was 42 and because of that we were making like 300 times the profit.
>> That's the game.
>> Okay.
>> Got it. So, just I mean that's interesting you say that because we've done that over the last year and it's just gotten better and better and better every time we do that. So, here's kind of the the thing I'm trying to balance is because like I I don't want to stop at a million a month like I mean I know you're a huge fan of the insurance industry and there's like there's a lot of room that you can go here.
>> Yeah.
>> Um so it's like I view the marketing agency like it seems like in this industry no one has the skill of marketing. Yeah.
>> So I think this is a good launch pad to kind of get into something even bigger.
>> Yeah. So, what I'm trying to figure out is what that play is.
>> So, let me just tell you what.
>> Let me Yeah, go ahead.
>> You got to you got to do this to do that. All right. So.
>> Don't uh don't try and cure cancer before you uh like figure out how to do like test tubes and, you know, do do things in our microscope. So the point is this, if you can figure out who the right agents are and what the quantitative metrics are, that will then inform if you want to do M&A and do partnerships down the road because you need to have way better predictive skill is who's a winner and who's not for you to even think about getting into that. And so you got to do this first either way. It's step one regardless. So that should give you a lot of like big exhale. You're not doing the wrong thing. You're doing the first thing.
>> Okay, cool. Would you? Cuz we're spending like almost 200 grand or over 200 grand a month on ads.
>> Yeah, dude.
>> Like if we're if we need less volume.
>> You think we need less ads, spend more like cold outreach kind of stuff.
>> No, I think you should still spend the same money. You just need to be very clear in your ads who it's for.
>> Okay.
>> Yeah. Just call out the avatar in the ads.
>> That plus the price plus maybe you add in, you know, a VSSL or something like that before they book a call if you already have one. If you don't already have one, then I think like that alone will make the biggest difference. It's just the messaging.
>> Yeah.
>> Got it. So, I just need to do 8020 on the clients. Dial that in.
>> Yes.
>> Yeah. When it comes to an agency, it's just like the hard high churn just does not scale. It it breaks at some point. Whether it breaks because your talent flywheel doesn't spin or because the client flywheel doesn't spin. One of both of them honestly.
>> I'll tell you right now, I have yet to see an SMB agency crack 10 million. And I've seen a lot of agencies. Most agencies get stuck at 1 to three. Sometimes they get to five, maybe seven, right? But the reason is that churn, churn is too high. So they just become these churn factories and CAC continues to go up and they never get any kind of compounding. And so then a new agency comes in and then just scoops up lower CAC and then eventually their CAC gets high as the reputation catch up. And that's like the spin cycle that everyone goes on. The only way to break free of that is you do one of two strategies in agencies. Number one is that you actually actively decide to be strategically lowpriced. So you say, I'm going to organize the entire business with VAS and AI and automation so that I can provide basically a low price commoditized service of lead genen or whatever it is for 300, $500 a month. And then believe it or not, you can get 38month 40month stick rates. Super low 2% 3% churn for those types of customers because they're like I know I should market but I don't want to do it and these guys do good enough. Right.
>> Right.
>> Or you say, I'm going to go up market because I'm going to go to a legitimate business because the middle ground is where everyone lives and everyone in the middle there wants somebody who's going to be their savior. They want them to do this. I want you to do the sales for me. I want you to lead nurture for me. I want you to do everything for me and just send me money in the mail. It's not going to happen. Only the experienced business owners get that. That's not going to happen. Or you actually price so that you have the gross margins in a very very very scalable, very lowcost version of this. Um that you can you can price it at a place where it's like they know they're not going to because for them $2,500 a month, $3,000 a month is everything. It's so much money, right? So 500 a month is what it feels like for a legit business to spend five or 10,000 a month.
>> Right.
>> Heard.
>> Rock and roll.
>> Awesome.
>> Appreciate you, man. Thank you, dude. Thank you for donating books.
>> Absolutely.
>> All right. All right.
>> See you.
>> So, having covered everything in that call, I think it's worth noting a few things. So, this advice was absolutely phenomenal. So, what we did was we basically we raised the price like I told you guys that was a total nightmare. We did not do it right because we were also split testing like the offer. We were split testing too many things. We got a little bit too excited to be honest with you. Um, we went pretty much balls to the wall and we're like, "Dude, let's just go change everything and rah rah, let's get, you know, let's go to a million a month, etc." So, that didn't go super well. Then, we also started sending a bunch of different avatars to our sales reps that weren't trained up on how to talk to them. And so, that didn't go anywhere. So, our our close rate basically just hit the toilet. And the front-end b acquisition basically like halted up a little bit. I think we did less than half of the sales last month that we did in the prior 3 months. Uh it was like almost exactly 40% I believe from what I saw. Now what's interesting though is that we took the advice on the backend sale making it making the offers earlier do with going off and uh offering better terms and the sales the sales on the back end skyrocketed with the same custom uh that we had already had before that wasn't converting right. So, that was something that was super super valuable that was worth noting. And so, I want to talk to you guys about basically like what I learned from this experience and how you can apply it to your business. Um, if you're still watching, go ahead, click the like and subscribe button, comment below what questions you have. I can make another video on it. It's my goal to help you guys like survive some of the painful lessons. Like, I I hope you guys don't have to learn these lessons the hard way like I did. Uh, because that mistake last month literally cost me a quarter million bucks. So with that being said, the biggest thing is what we're doing now is we're now isolating the variables in these tests. So we're we're we're attempting cold outreach to some of the higher level clients that he was talking about like the 8020 essentially. Um, we're making adjustments to our acquisition of those people and sending them to me to test test out offers on instead of doing it to the whole sales team and then creating a ton of volatility for everyone. So that's one thing. We're isolating the variable down to me and down to um cold outreach to the exact type of clients that we're working with. And so our game plan from here is pretty much to diversify our acquisition channels a little bit. Um continue to do what we were doing at the previous price point, continue to, you know, nail down and hammer in on what Alex said about, you know, doing the backend sales, getting more of that going, etc., etc. And then from there, um, our goal is to work on building a systemized referral, a systemized way of asking for referrals so that, uh, we can continue to, you know, grow through the market based off of our ideal clients who are most likely to be successful instead of experiencing what he talked about there, which is like the increasing CAC, um, and the issues that come with, you know, just serving anyone essentially. And so we're continuing to DQ more and more people as we continue to grow and everything. But this is this was pretty much it. I hope you guys enjoyed this video. Uh if you did, like, comment, subscribe, ask any questions that you want in the comment section. I'm happy to answer them. Um and then maybe even make a video on it if it's something that that seems like it would be super relevant. But with that being said, y'all, uh I do have another video where I talked about the lessons that I learned that I'm going to link right here. And um this video talks about basically uh all of the frameworks that I learned while doing these tests and how that worked out for me and the mistakes and lessons that I learned from it. Uh where I get a little bit more granular on how all that actually played out for us and how we actually conducted it. So, if you want to check that video out, you'll click a link right there.