How Leaders Reduce Friction and Increase Profit

 In this Friday episode Jeremiah Jennings slows things down and walks business owners through how to intentionally prepare for the year ahead rather than waiting for January to make changes. He reflects on how fast life and business move and why presence priorities and discipline matter more than ever as companies grow. Jeremiah breaks down four critical focus areas for twenty twenty six including labor and talent strategy customer experience technology adoption and financial discipline. He explains how Growing Green Landscapes is adjusting schedules to improve productivity and family time retaining skilled leaders through purpose and growth and building better systems instead of adding more people. The episode also dives into follow up systems pricing reviews payroll discipline and how AI and modern software can reduce friction and increase profit. This is a practical and mindset driven roadmap for owners who want sustainable growth without burnou

Transcript

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Jeremiah, hello and welcome to the growing green podcast. Your host, Jeremiah Jennings is the owner of growing green landscapes in Birmingham, Alabama, and has a passion for growing the entrepreneurship community. For those who are young in business, being a business owner isn't easy, especially in the early years, and that's why, in this show, we dive into a wide range of topics, covering all the challenges small business owners deal with, even if your company is generating a million dollars or more, the stories from our great guest and Jeremiah's own firsthand experiences will propel your business forward. And now here's your host, Jeremiah Jennings, what's going on everybody? Thank you so much for joining info today here on the growing ring Podcast is your host, Jeremiah Jennings, super excited to come today with another fresh new episode for your Friday. Hope you had a great week out there. If you listen to real time getting wrapped up here with another week. It's crazy. You know, come on here and do this show three times a week. And it is. It is really something to see how fast time goes. It really changes our outlook on the way that we go about life at this rate, at this stage, Everything happened so fast. It changes how I look at everything now, because, you know, I want to, I want to make sure that we don't miss anything. I want to make sure that we're soaking in what we can and it's not an easy thing to sit here and be present all the time, because life moves so fast. We are going from one place to the next. We are making sure that everybody's fed, clothed, watered lawns, taking care of all the things like that you try to do with your family. You do with your customers. You want to support them. Take care of them, friends, all of the things that life demands of you, pushes you into a very, very fast moving life. And that's why we kind of talked about the ruthless elimination of hurry earlier this year, and kind of what that did for us, how it kind of woke us up to some things, some areas that we were really struggling in and feeling too busy and too stretched thin in some areas, and allowing us to reset on some things and put our priorities where they need to go, make sure that they are actually focusing, that we're focusing on the things that actually matter to us. And hope you do that same thing going into the new year in 2026 here coming up right on the corner, it's crazy that we're here. I remember we, you know, we started this show in 2021 so we are going into our fifth year of doing a podcast, and it's by far the most thing is the thing I've done the most consistently since I've ever been on this earth, probably other than eat and drink and sleep. Five years of doing this and tons of relationships, tons of community growth, tons of personal growth as well. On the way, I listened to some of the shows that I did in the beginning, and I was like, What was I talking about? Like I didn't even know what I was doing. I still don't know what I'm doing half the time, but we're learning with you and sharing you, showing you our journey along the way. So I'm excited to do it. I'm thankful for you coming in and listening and supporting and being a listening ear for me, sometimes, just to come and talk and share my heart and where my where my passion is. And I hope that you can take some of this, learn from it, and make better choices that I've made. Make some the same choices that actually work. You know, some things that actually do do right. Make those choices for yourself and see positive growth from it. But anyway, before I get started today, I just want to give you that little intro there. Thank you, and kind just calm. So I'm so thankful for how we get to come and and speak to each of you. I don't take it for granted. I really don't like I really, I sometimes I just sit and think, I'm like, What am I look what are we doing here? What are we doing? How are we doing this? How are we so blessed to do this? And I could not do it without you. So thank you. Thank you. Thank you. I want to talk to you today about getting the business set up for success in the next calendar year. You've heard me talk about how we don't go off of a we're not saying we're waiting till January to start things right. It's a 12 month rolling calendar. Our season, our business does not shut down for a season. It's just the nature of where we are our client. I met, so on and so forth. So we are continuously making changes, day in and day out that will affect us year over year. And I want to walk through some things with you today, just to talk through areas that I want you to focus in, and areas that we're focusing in and on in 2026 and kind of in an order, but not really in this specific order, just high, high level things. And I think that if you take and really implement and really grow and really focus on you will see massive shifts in your business. And I want to have my buddy, hey Seuss on from Highland landscaping. He is a perfect example of someone who has taken action on some things and has seen major change. Highly suggest you follow him on Instagram, look up. I think it's Highland landscaping TX, or something like that. I believe he's in Texas. I can give you his exact URL in 1.2 seconds, 1.2 Highlands and landscape, Highland landscaping. TX, I was right. So he has made, he has made massive changes in 2025 and in 2026 he's going to do even more changes and continue to make even bigger difference out there in his life, in his family and his business. And I want to walk through some of the things today that I know that he's focused on, and I know that if you focus on you will see true, true changes as well. So the first step that I want to go through is labor and talent strategies. And I'm talking a little bit slower today, because I'm usually running through these things. I'm 100 miles an hour, and I want to, like, I want you to stop and really take this in. So if you want to listen in 1.2 speed, I understand. But I am going to talk slower today just to try to try to emphasize this a little more and not just breeze through and yell at you type stuff. The labor market is a continuous shift, and it's a continuous tight market. It's not getting easier anytime soon. I believe it will get easier in the next five to 10 years, as technology grows and AI comes more of a factor, and some people that have jobs now that are kind of mid managerial, mid lower end, they can be replaced with AI in tech, those people are going to be looking for good, skilled hands on jobs. I think that will help us. I think that will help our market continue, and so I'm excited for that change, but it's not happening right now. And I'll tell you what, if you have skilled workers, if you want to have skilled workers in your company, they want a couple things. They want flexibility, right? They want to be able to go take care of their family. If they need to have days off for Christmas, for their family events, go on a trip, whatever they want growth. They want to grow. They want to move up. They want to make more money, they want to have more responsibility. And they want purpose. Why do they go every day? Why do they go to their office? Why do they go to their job site? Why do they lead their people? Why do they do what they do every day? They need that purpose, and if you as a leader, can adapt to those skilled leaders, because, again, you are a leader of leaders in your position, that's what you want. If you can adapt to lead them, well, you will retain that talent, and you will improve productivity very quickly. But you have to learn to lead those people, and that is a lot easier said than done. You have to learn to lead people that are like kind of same. I mean, they're not not but same, but different, like brain level of what you're doing. And I'm not saying that doesn't mean that you're the smartest in the room. It's just the way that you think about things. Because entrepreneurs think about things differently. I don't always have the best idea. My brain just works differently than others, and I see things in a different light. Well, some of these high impact leaders think similar to that, and you have to learn to lead that you're probably not used to that if you're just now getting some skill people in your business, you're not used to leading that you're not used to people who can really think and reason and discern well on their own. Them. So what are some practical ways you can do it right? Think, create, communicate with them, a way to build some type of hybrid flex work schedule. You know? How can they get more time off with their families but still get production in, and that's actually a shift that we just made. So perfect example of this that we did is we ran for the last two years. We've run 410s Monday to Thursday, seven to five. But we've been realized especially in the winter here, as it gets dark at 445 now, and it's 25 degrees at 7am I've just really been thinking. I thought back to the summer, and I was like, you know, there's been some Fridays where we've lost productivity. Things have gotten pushed into next week because we hadn't been in the end for the day and didn't want to pull somebody in, get them in overtime to go do one or two yards. But I feel like we've lost production not having that Friday. And I feel like if we're running seven, 410, seven to five, we have to be hyper hyper efficient. And we're not hyper hyper efficient yet. And how we're going to combat that and change a little bit is because I feel like where we get screwed is the seven to eight and the four to five window, because the seven eight window is so cold, it's so early, nobody's really wanting to get moving. Everybody's like, yeah, they're just dragging their feet. There's traffic on the roads for school. There's traffic people getting to work. Like, we're just in the middle of it, right? And it's just, I feel like we end up, we don't. If I went back and looked at the data truly, I don't feel like we're crushing production in that seven to eight window or that four to five window, because that four to five it's either, yeah, you know, it's, it's 420 but we got a hour and a half yard coming up, or an hour yard coming up, and I don't know, I just don't want to go, do we're Gonna be we're gonna be we're gonna work late like then we lose 45 minutes of production with two people, right? But they'll linger something and go get gas, or they won't even waste time. They'll go back to the shop and do unbillable things that really don't need to be done, but a benefit to be done. So what we've done is we've taken a look at that and said, You know what? Here's the deal. I want to have more time with my kids in the evening. I want you we have guys with kids. I want you to have more time with your kids in the evening and with your wife. Why don't we shift and go eight to four, Monday to Thursday, and we work through lunch, so you can get lunch on the go, but we're not stopping for lunch. And then Friday, we're going to work eight to 12, and that gets you your 40 hours, right? And we don't. Again, I hate, I hate this whole like, you better get your 40 blah, blah, blah, but you still have, you have to produce for 40 because that's what they're getting paid for, right? So we have to be producing for 40 hours, at least. That's the goal. And this way, we have a half a day on Friday to either go do production in the morning or come in and do unbuildable work that's totally dedicated that we're not getting anyone into overtime and we're not missing production. If we can get it we're still going to shoot to get it done in four days, right? We're still going to shoot to get it done Monday to Thursday. We're not going to change that schedule. But if something goes wrong, sometimes throughout the week, we have that fail safe of Friday, eight to 12. And that way guys are getting home at 434 45 to meet their kids instead of six, you know, and you got young kids. Kids are gonna be at seven. 730 it's dark at again, five, 445, to five here in Alabama now. So it's like, we're getting off at five. You're not getting home till 535, 45 sometimes, because we have guys that live a little bit away. Man, it's dark, like you're late for dinner. You know, it's just it's not fun. Nobody enjoys that. And so this is a more creative way to look and it gets you a little bit more time in the morning too. You get to see the kids before they go to school. Maybe help the wife out around the house. You know, give that extra hour and again, we're not in. It also helps us roll out, because we're not rolling out in the middle of traffic. If we don't roll out to eight, traffic's pretty much done locally where we are by eight. Everybody's at school, everybody's settled. People are down the interstate from where we are at work, and I'm excited to see how this works. I think that also because, again, we get there at eight, it's it's warmed up a few degrees though. The sun is up. You know, at seven o'clock here, the sun is not totally up yet. It's just still coming over the horizon, and it's daylight, but it's. Not like kicking yet. Eight o'clock gets kicking like you, you get there and you let's get to work. Let's go. So I don't know. We're gonna see how this works. We're gonna try it. I think it's gonna be good. Our guys are pretty bought into it, so I hope it's gonna work well and go through the season as well. But again, that's just a perfect opportunity of like, think creative, give them what they want, ask the questions they they both three wanted this like this works well, so we're going to give it to him. We're going to try it, make sure you're training them, and make sure you're paying them to do that and learn new skills. We're going to go attend to hardscape Academy here this winter, and I'm going to take a guy and do that, and he's obviously going to get paid for and he's going to get learn it, right? We're going to be able to come here and put him into new places of leadership, run bigger jobs, better jobs, because of a new skill that we've put into him. And so continue to clear out, to lay out that clear career path. Also, how do you set a path for them to come and look at and say, You know what? I do want to do this. I do think that this is a good fit for me. I do want to stay here. In the long run, don't lose somebody because they don't know where they're going, right? Don't lose somebody because they don't know where they're going. That is a not fun thing to have happen. I've had it happen, and it's not a good thing to not a good thing to do. Number two, that was a long winded one. We'll breeze through the rest of these here, customer experience. And this is something that I talked to you guys about the other day. I believe I don't remember we talked about so much here. I've been talking to you about it. I know we talked about it to our team internally, is that we don't have a quality issue, we have an experience issue, and our quality is good, but our experience is lacking. And so why does this matter? Right? I think that's the question to ask a lot of these these topics. Why does this matter? Well, because the customers are getting more and more increasingly expecting tailored experiences, especially when they're paying for it. They want stuff that is custom to them. It's custom to how they do things, how they live their life, how their job looks, you know. And you can offer that. That doesn't mean you break from your SOPs and your operating system. You still do that the same, but the customer doesn't know you do that for every single person. You put their own little spin on it, you give them a little twang here and help there, and put a little bit extra on something, and they'll be happy if you just go out there and do everything, like monotonic, like, just super monotonous, and you don't treat anybody with any care or Any like, Hey, we're here for you. Like, you know, make them feel good about themselves. They're not like, you're not going to stand out to them. And that's the thing that thinking you need to think about is, what can you do to stand out to your customer so they never forget you when you go through the process of building an estimate, say, and you send the estimate out, what does that follow up process look like? Are you just sending in and never reaching out to him again? Or are you sending it then following up? Because I personally, I'm an in between guy as a consumer, I don't want you to send me something and not follow up, but I don't you send me something and follow up 20 times in 24 hours, either. I want you to send me something, give me time to review it, and then follow up within 24 hours, and then, if I don't respond again, follow up with another 24 hours, and then continue that cycle for at least three to five days. And I think a lot of us out there, myself included, have left a ton of work on the table because we simply haven't followed up correctly. We'll send a $30,000 estimate. We'll sit there, sit there, they view it. Sit there. Nothing happens. Three days go by, well, they viewed it. Hadn't reached out, probably out of budget. We'll move on to the next one. Like no, come on. And a perfect example of this real time again is earlier this fall, we landed a $20,000 sod installation off of a follow up, like sending a quote. He viewed it, chatted back and forth, let it go, followed up three or four days later on a phone call. During that phone call, was very apprehensive, like, he didn't want to spend the money on it. He was about to hang up. And I was like, no, like, what's what's the deal? What's the hold up here? Talk to me about it. And we got to the source of the problem. It was money. And so I said, No, okay, well, let's hold up, like, let's see what we can revise. And went through and revise some things, pulled a few things out, and ended up doing an $18,000 sod installed the next week. If I would have just let that go, or let him hang up that phone, he would have, we would have never gotten that work. And. It. That's just something to consider. When you are going out, it's like, how am I following up? By following up? Well, I'm following up efficiently. Again, just things to think about. Put a put an NPS survey out. There's something that we have built, actually, last week, we built it in Lana, and that's part of the accelerator program, if you're not in leanscape, by the way. Little plug for landscaper guys. They are doing fantastic things. 25 is just about over. I think there may be one more accelerator call. I think the last one may have been this week. I don't remember, but 2026 is gonna be like a totally revised version of this year, and it's going to be super in depth. There's going to be lots of lots of learning, lots of growth, lots of AI automation brought into your business, agentic AI coming into play, agents running the meetings and things. And you should be a part of that, like, I promise you, you should be part of that. You can get in there for 250 bucks a month, or something like that, 200 bucks a month. 100 bucks a month for the Starter Group package, those doesn't have may change you into the next year, because, again, their service, like their offerings, are changing a little bit. It's getting a little more in depth. Regardless, it is well worth your money to pay 200 bucks a month, 300 bucks a month, and go sit on a call every week, one hour a week on Wednesday for 52 weeks. And have a blueprint for growth, like the literal blueprint for growth. And I'll talk to you again when we have that podcast with Hey Sue's, he will talk about that he has sat in all those meetings. He doesn't miss them, and he implements everything that's talked about. And his company's different than it was 12 months ago. Something to consider NPS score. We have the NPS score that we built last week, and now we are going to implement that and roll it out probably the week after. We just have to get some things dialed in with our phone numbers in our CRM. They got mixed up on import. So now we're going to go through manually and make sure we confirm all the phone numbers. But after that's done, we're going to send a mass text, NPS score, try to get reviews and things heading into the end of the year, so we can look and see, what do we look what do we do good last year? What do we lack on? How can we really improve? And then give the customers that feedback so we can say, hey, we heard we did this not well, this is what we're gonna do to fix it. Thanks for partnering, thanks for the feedback. Let's continue to grow. Yeah, there you go. That's one of the best ways that I think that we're gonna really see a big difference in our customers are getting them to actually vote on how well we did or did not do. Tech and AI adoption, guys, that is, again, smooth transition here, coming from leanscaper, the AI is here. The tech is here. It's what PE wants. Private Equity wants to see the tech in your business. They want to see that you're investing into systems and processes that is run by technology. They don't want pen and paper companies. They don't want to come in and just overhaul that anymore, like they want people that can come in. They can purchase a company, they can invest in it, and they can really make true changes based off of the systems and processes you built and the tech you have already implemented. How can you do this? I'm going to run through a few steps for you. How can you do this? Ai, agents. So agentic, AI, like I said a minute ago, for customer communication, aka follow ups, scheduling appointments and reminders. So I really hope LMN gets their acts together and gets it to where we can have a lot better client communication from within the app than within the CRM guys elements amazing. I still think you should get it for what you're doing. If you're going anytime a landscaping or design, build, work, even maintenance, right? Our maintenance runs so smooth inside of there. If you are running those things you need to have LMN, they have room to improve. They know that they're working on that the improvements they made in the last 14 months have been just drastic since I came on to the platform. Those three things right there, follow up, scheduling and reminders coming from automations inside the app will be massive game changers. A lot of you see that inside of the other leading software now starts with J and there, it's good software. I've used it for our trash can cleaning company does not fit our landscape model at all, but the tech there is pretty nice workflow automation. So you're syncing job logs, you're syncing CRMs, customer notifications, again, that comes down to alerts, reminders, things like that. You have the internal intelligence that holds summaries for performance. Job analysis, so analytics and job cost alerts. So hey, we're scoreboard on the job cost say we're at eight. We hit 80% man hours on this job, but we still have 40 out of 60 left, or whatever the math would be on that. That's way too much math at this point. Point being, we hit 80% of our we hit 80% of our man hours, but we're not projected to be done for another 40 or whatever. Take that, have that tech embodied in your CRM, in your business, and it just automatically, it notifies you, oh, oh, hey, we gotta, what's the deal here? We gotta figure this out, you know, as opposed to you having to think and remind yourself, oh, I should go. I need to look at that in job cost this, and make sure that we're actually, you know, doing all right here, and we're gonna hit hours on it. Having that automation in place helps so much. Creating the SOPs and the training and the onboard process, all of that can be done with AI. SOPs can be made in 30 seconds with Lana. You can answer team questions based off of those SOPs right onboarding. You can create training programs inside of based off of an SOP. Make a video with trainee, or something like that, and you can put that into greenies. And there you go. You have a whole training platform off of three steps. It's very, very doable technology and AI, what's going to help you get there to do it, the efficiency of operations and the systems that go into that. Why does this matter? Guys, stop and listen to this very intently, if you haven't this and the next one, two of the most important things I want to talk about today, and then we'll wrap up CEOs right that build scalable systems consistently reduce the friction and increase profit. Think about that for a second. What are you doing as an owner to reduce friction, build that scalable system, while also increasing profit Exactly. You're like, whoa, I'm not friction. It feels like friction all the time. We always have something going on. I don't know what the issue is. When you run operations efficiently, that's where capacity for growth happens, because you just turn on a marketing sales pipeline and funnel, and then you throw that funnel and feed your operations. And then your operations go out and crush it. Your operations have to be on point. How do they become on point? You refine, slash, create. If you haven't even created you have to create them first and then refine them. Your SOPs, everything is done based on a piece of paper or a document on a plat on the tablet that's showing, hey, this is how you do this. We don't stray from this. This is it. This is consistency. You job cost and you look for KPIs. You look for man hours estimated versus actual, right? You look for materials. I had$2,000 material budgeted for this job, but we spent 220 500 look for those indicators, those KPIs. You job cost things you can build, you know, you can build a custom say, You DOM element. You can build a custom GPT and chat to job cost every job for you, like I have one bill. You can do it. You don't have to have LM in weekly performance. How are we going to review weekly performance? What are those metrics look like? This is one right here that I if I if I could scream it from the mountaintop, I would focus on lean processes, not just add more staff. Add more staff does not solve the problem. Add more staff causes more chaos, more headache, less money in the bank, define, refine, Hone, in a process that can be done with fewer people so you can hold on to more money and have less headache. That's not me saying don't grow your business, right? That's me saying, maximize the people you have in place, because your system and your process is so good. So good, make sure that you go through and create and audit your SOPs if you haven't already, please, please, please, please, please, last, but certainly not least. Finance, cash flow and profit discipline are so important, guys, if you cannot hold on to profit, your business won't stay operational, won't happen. 25% of your payroll, that's what you need to be shooting for. That is a k p. Well, that's not performance. I'd say. I don't know if that would be considered a KPI or not. I think it would be probably that's a metric that you need to be looking at. What is your percent of overall labor rev or over overall revenue? What percent of that revenue goes toward making payroll? If you're 3545 50, big trouble. And I won't lie to you and tell you that I have never been there, right? We have been there. You have to get that number in check, or you will be in major issues, major, major issues. You got to make sure that you have a financial planner of some sort, in your in your corner. That doesn't literally have to be like an Edward Jones financial planner. It means you could have a coach that is further along a business than you, that knows more about finances than you, that can guide you along the way and steps to make right that's what financial planner means. In my mind, is someone who can come in and help me and guide me you. I think that you should really consider reviewing your prices going into next year. And if you have LMN do that based off data, not just like I think we raised this price, review the prices and say, Hey, we spent this many hours there. We were only supposed to spend this many hours there. This price has to go up, right? If you don't have element, you don't have that data. Well, it is more maybe, of a feeling of like, you know what? We spent a lot of time there, but we're not this is not we spent. We had to spend an hour and a two hours. There was no way we did this in an hour. You know, because you have those properties. You have those properties where you're like, you know, deep down, you're like, Yeah, this is no way we're getting this done in the time that we think we are. Look at those things and say, Okay, we got to make changes. And you may lose some clients. I dropped a lot of clients, 2025, we made 200,000 more dollars we ever have, right? It can happen. You can drop clients and still make more money. Don't worry about that. I would like you to do a couple things here on this section before you wrap up, review your pricing like we just said, look at your payroll percentage. Please look at your payroll percentage going into next year. What was it through all four quarters of this year? Go to your P and L and say, you know, what was my revenue from January to March? Say you did $300,000 right? We'll do easy numbers. Actually, we'll do $100,000 if you run your payroll in that P and L, you see your payroll for this three months was more than 25 grand. We got a problem, right? Got a problem. You only generate 100 grand. You spent 40 grand on payroll. That's a problem. You won't operate in the negative. You will not make money that way. Look at that number today and see what that is. It's an easy report to pull on. That on QuickBooks, pull it, look at it, and improve it. If you can make sure you're forecasting. Forecasting comes with good data and LMN, right again. This is why I preach this stuff. This is why I don't just like come to you and say, oh, let's listen. Let's go get element. Oh, let's go spend a bunch of money. No, that's not why. That's not why. It's just, I know that it works. I know that it works. Please invest in yourself and invest in something that is going to help you move the needle forward. Guys, element is offering an amazing deal through the end of the year. It's like, it's crazy, it's four months free. Does that get you into March. Like, can you stop and think about that for a second? That gets you into spring rush before you have any cash coming out of your pocket for the subscription. A lot of times they're waiving the onboard fee. I guess these are the sure you're in. I think you do get in a two year contract with them. But, like. For two years, you're going to be rocking and rolling that you will never want to give up element, because it's an operating system in your business. At that point, there is no life without it. It is the central nervous system that really grows the company. Everything operates out of that operates out of that when element goes down for like 2030, minutes during a day right now. If it ever happens, it rarely happens or does it does that is no good. Like that is no good. I try to go, get in there, and I can't get in. You don't realize how much you use it. We're in it all the time. Go check it out. Tell me you listen to us here on the growing green podcast. Jeremiah, since you're over there, it will save you some money. It also gives us a little kickback, because, again, takes money to keep this show running. So I do appreciate that. If you do sign up, let me know. Would love to help you and guide you any way through the process. If you have questions or want to get in touch, I can do that. I can get you in touch on a demo very quickly with with one over the sales guys at LBN, I can put you in a three way email and get you a demo within the next couple days, you'll be signed up and operational next week. That's how fast it could happen. So just think about that. And if I can ever help you, please let me know on that front. But guys, I hope that. Hope you stuck it through. I hope you made it through my slow talk today. I wanted to slow down. I wanted to really just let you stop and think about this, some of these things, because these are things that we've struggled with. We fix some of them. We're fixing some of them, but I know they're key things that if you truly do focus, you'll see major, major positive change, if you can focus on it and really hone in some of these areas. So I love you. I love you, as the Grinch would say to max, once his heart grows three sizes, we've watched so much. We have watched so much Grinch in the last three weeks, four weeks, great. We've shown it to Jack, I think we talked about on married Monday, but he's obsessed with it. He's just absolutely obsessed with it. And so I'm good at the point where I can quote it pretty well. But anyway, love you guys. Care about you. Any way that I can help you. Please reach out. Let me know. I'm actually just super pumped to go into this season of growth in 2026 we fixed a lot of problems that we had this year. We have really honed in and gotten our team in place to where I want them for our foundation level, and I'm excited to grow together with all of you in the next 12 months and be at an even better spot when we have a podcast here at the end of December 2026 you guys can do it. I'm proud of you. I'm praying for you. If I can ever help again, please, please let me know. And looking forward to having a great week out there. So let it further do, guys, that's gonna wrap this one up. You have a great weekend, and we'll catch you here on Monday for another marriage. Monday. See you guys. Thanks for tuning in to the growing green podcast. It is an honor to have you listening, and we hope you receive valuable advice to help take your business to the next level. Don't forget to follow the podcast so you'll be notified when our next episode drops you.