Profitable Painter Podcast
Profitable Painter Podcast is a rich resource for anyone interested in starting, running, and scaling a professional painting business, offering valuable insights, strategies, and interviews with industry leaders. Through case studies and in-depth discussions, we deliver a vivid picture of the painting industry, with a disclaimer that any financial or tax information is general and not a substitute for professional advice.
Profitable Painter Podcast
Knock Knock, Who’s Profitable Now
In this episode of The Profitable Painter Podcast, Daniel sits down with José, founder of Refined Painting in Washington State, one of the fastest-growing painting companies in the country.
José’s story is wild:
He entered the industry as an estimator for only 3–4 months, had zero painting experience, then quit to launch his own company, and proceeded to hit $1 million in just eight months, followed by $2 million in year two, all while painting is only possible 3 months out of the year in Seattle.
His growth engine? A high-performance door-to-door team, smart recruiting, premium pricing, strong subcontractor relationships, and relentless action-taking.
Whether you want to scale fast, build a canvassing team, or boost your pricing and margins, this episode is packed with gold.
In this episode, you’ll learn:
- How José launched a painting business with no painting experience, and still crushed $1M+.
- The door-to-door system (from Trade Launch) that generated the bulk of his leads.
- How he built a canvassing team of up to six reps, and kept them motivated with weekly pay + strong commissions.
- Why outbound marketing costs (like 6% commissions) are a bargain when scaling aggressively.
- How he secured reliable subs, paid them fast, and kept them loyal.
- The leadership mistake that caused his revenue to dip, and how he rebuilt his D2D team.
- How pricing upgrades (like Emerald instead of SuperPaint) massively boosted profits.
- The mindset shift that allowed José to let go of control and scale.
If you're serious about building momentum, quickly, this is one of the most actionable episodes of the year.
Subscribe now to learn how to grow your painting business with speed, systems, and smart strategy!
For being a loyal listener, I want to send you a copy of my new book Profitable Painter. Inside, I’ll show you the exact frameworks that have helped painting businesses save big on taxes, increase profits, and scale with confidence
Head over to profitablepaintercpa.com/book and grab your copy today. Don’t wait — this is my gift to you for being part of the Profitable Painter community.
Welcome to the Profitable Painter Podcast. Making this podcast is simple to help you navigate the financial and tax aspects of starting, running, and stealing a professional painter business. From the breadths and letters to the spreadsheets and balance sheets, we've got to cover. But before we dive in, a quick word of caution. Always strive to provide accurate, up-to-date financial and tax information. Nothing easier on this podcast should be considered as financial advice specifically for you or your business. With you to share general knowledge and experiences, not to replace particular advice from a professional financial advisor or tax consultant. We strongly recommend speaking individualized advice or making any significant financial decisions.
SPEAKER_01:Welcome to the Profitable Painter Podcast, the show where painting contractors learn how to boost profits, cut taxes, and build a business that works for them. I'm your host, Daniel Honan, CPA, former painting business owner, and your guide to mastering the numbers that drive success. So let's dive in and make your business more profitable, one episode at a time. Super excited today. Super excited to talk to you today. Jose, how's it going?
SPEAKER_02:It's going great, Daniel. How about yourself?
SPEAKER_01:Doing well. Excited to jump into the conversation. So just to give folks a little bit of background on yourself, could you uh let us know how did you get started in the painting industry and what have been some major milestones along the way?
SPEAKER_02:Yeah, so I got started in the painting industry as an estimator at another painting company here in Seattle. And I was there for three months, four months, and I decided that I was ready to start my own painting business. Uh no painting experience uh ever. Um I barely knew how to estimate what I was estimating already. Um, and I decided to go uh take the leap of faith and start my own painting business. Um now we're one year in. Uh we hit were able to hit uh$1 million our first eight months in business. Now we are a year and a half in, um, and we're on track to hit uh over two million dollars our second year in business.
SPEAKER_01:So you're you're gonna hit two million dollars by the end of this year? Correct, yes. Wow. So year two, two million dollars in the first eight months. You said that you did uh a million dollars in the first eight months.
SPEAKER_02:Yeah, so we started in February last year. Um, and come December we were able to hit um surpass our one million mark. Um, and then obviously uh 2025, we started to fresh late, and then now we're um gonna be hitting over$200 in revenue.
SPEAKER_01:Awesome. And so you're you're doing residential repaint exclusively?
SPEAKER_02:Yes. Uh we did do a little bit of commercial to keep our guys busy last winter. Uh, but primarily I would say 95% of our work is residential repaints.
SPEAKER_01:Okay, cool. So what how were you able to grow so quickly? Like what do you attribute that that growth to?
SPEAKER_02:I attribute a lot to uh I was able to come across Justin. Um he owns Tradem, uh, where he teaches you how to do door to door. Uh I was able to come across him very early on. Um, and thankfully the majority of our business was uh driven through door to door. Um so yeah, that was majority of that's the main reason for our success. And obviously, just taking action is also another part of it.
SPEAKER_01:Oh, yeah. Yeah, that's huge. Um that's great stuff. So uh so you worked with Justin at Trade Launch, and for those that don't know, Trade Launch, they focus pretty much exclusively on door-to-door, building a door-to-door team that can go out now and get leads uh so that you can grow your painting business that way. And uh he's gotten some great results over there. So um what did that look like? Did you like from day one just went with Trade Launch in their system? Or like was there a time where you didn't have that working with them?
SPEAKER_02:Or no, I I wish I wish he was like this. Um, obviously, like any painting business, you know, there's like a risk that goes into it. And I found out about Justin, I believe, in December. Um, and I've been following him for a little bit and I happen to call, I believe, late, late January. And he was like, the time is now if you want to do it. And it was a big risk for me because I've never, you know, paid for any programs or any mentorship. Um, and once I got that going, I was able to hit boots uh on on ground uh come February. Um, I was able to build my door-to-door team relatively quick. Uh, I have a sales background, so it was something easier for me to tackle. Um, and then we just started hitting the doors, building our team up, and then we started getting more work. And obviously now there's referrals and repeat clients. Um, and in Seattle here, Daniel, uh, you can only paint three months in the whole year. So it was we were ready, we're off for the races come June. Um, and thankfully that helped us get to our one million mark.
SPEAKER_01:Okay. So June uh is kind of when you because you're focusing exclusively on the exteriors or yeah, so that's most of our our our business is exteriors, um, and it's because we only have a limited time to paint.
SPEAKER_02:So everybody's like, you have to fit like 200 plus exteriors in three months. Uh it's very tactic, but it's possible. Um, so that's how we were able to, you know, get the business that we got and maximize on it for our first year business.
SPEAKER_01:So, how did you source um how many door-to-door canvassers did you source in the beginning to to help you hit that one million dollars in revenue? Like how many um, how large of a team were you running?
SPEAKER_02:Yeah, so in the beginning with just me and my brother. Um, my brother also has a sales background in uh with car sales. Um from then we started building up the team. We got up to a point where we had uh six door-to-door reps at a point. Um, and Daniel, door-to-door is a difficult job. Um, I mean, you're getting rejection across rejection. So sometimes we would have four guys and then we would hire again and then it would be six. But the most amount of people I think was able to have that were part of my team collectively was six people. So uh six people was our team.
SPEAKER_01:So how did you how do you deal with the because you mentioned the churn is pretty high for door-to-door? What what are the things that you're doing to to keep those folks around as long as possible? Like what have you found that works to keep them motivated, well trained, and to stick around, you know, to get some good results?
SPEAKER_02:Yeah, I mean, I think the the beginning is um we were doing hourly rate. So that allowed us to bring people into the business uh because you're you know letting these people get the taste of sales without going the way of because most painting companies or most sales companies stand you are like commission only, and that's it. So we were able to bring in people through an hourly pay, uh, which allowed us to open up the demographic to uh applicants that were applying for us. Um and then from there we were just higher, we're offering higher um commissions. Um, and then Justin has a thing where it's like an A lead, a B C a B lead, and a C lead, um, which is the type of lead that your door-to-door apps are getting. Uh, and we would pay significantly more for eight leads. We were we're we were paying the most in in all of Seattle. Um so I think that was also what allowed us to get the talent that we were able to get.
SPEAKER_01:Yeah, I think is it like six percent of what they of the lead that you have?
SPEAKER_02:Yeah, yeah, looking back at it now, it's like six percent. I mean, I know there was times we were running like fifths and it ended up being like eight to ten percent at some times, but yeah, it was the um averaging six percent.
SPEAKER_01:Okay. So for for those A-leads that that close, they're getting six percent of that.
SPEAKER_02:And so that was your average job size like a five thousand dollars or something, or no, uh in Seattle our X RCs and our average job size was twelve thousand dollars.
SPEAKER_01:12,000? Yeah, so 12 six percent of twelve thousand is seven hundred and twenty dollars. Yeah, so that's that's a lot of money for uh a door to door person, and that's good. I mean, that's like I mean, because um and Justin, we you know, just at the the paint con um listened to Justin talk on this. So and and I I definitely see the same thing looking at people's financials for uh for Facebook or Facebook's a good example because Facebook is outbound where you're you're getting in front of people who weren't thinking about painting, you know. Same thing with door to door, you're getting in front of people who may might not have necessarily been thinking about painting. So it's an outbound top marketing strategy. And so for Facebook, it's not uncommon for folks to pay you know 10, 10, 12 um on ad spend, you know, to to get customers. So six percent might sound a lot if sound like a lot of uh if you're used to just sitting back and and waiting for someone to Google your company or um you know find your website somehow. Six percent might sound like a lot, but that's more like an in-bound strategy, which is a lot a lot lower cost. But if you're actually trying to grow aggressively, which you obviously were and did, um outbound type marketing costs typically range uh on the low end, five super low end would be five percent, but typically it's somewhere around 10 and maybe even 15% of marketing spending to get uh so you know for the for the listeners, like six percent might sound like a lot, but typically is actually for outbound type marketing, it's more like 10% typically. So um now the six percent commission, are you were you paying your door-to-door folks like employees or like subcontractors?
SPEAKER_02:So I was paying them as employees. I believe that one of the first questions that we would get when we were hiring is am I gonna be a 1099? And the reason why is because they were doing so many interviews for door-to-door that the 1099 was something that got brought up right away. Uh and I wanted I want my guys to feel like they're part of my team. Because realistic, I mean they are part of my team. So I don't want them to feel like, oh, you guys are your own tenant. So I I brought them on as W2 employees, and well, another thing that we were able to do to kind of get more talent, Daniel, was we were paying on a weekly basis. A lot of companies often pay, hey, we'll pay you the percentage once the job closes. We are paying you guys like once sorry, when the job is produced, we were paying them as soon as the job closed because we had healthy margins and a profit for us to be able to do that. Um so that's why we did, and people like that. Because a lot of people were offering, like, yeah, we'll pay you this much, but it's until that job produces. And it's like, I don't want you guys to sit around waiting two to three months for your guys' payment. So those two things are what helped us out a lot.
SPEAKER_01:Yeah. So for the employee piece, um, you know, I I think you were right in because you you usually have to train door-to-door folks on how to do it right. Train them on the script, show them the neighborhoods. I mean, you can maybe get away with doing paying them as a subcontractor, like if if they've done it before and just give them the script and like have them run through it. But I think it it could make sense either way. But uh with with the employees, I definitely see you know um that argument, and especially if you want them to wear your your your gear and stuff, and uh and if especially if you're growing them to be maybe a future salesperson, uh like a closer. Um but uh so the six percent is what they're getting in commission, it's probably a note to say like you probably had to pay payroll taxes on that, so it's really gonna end up on your profit and losses like seven, a little over seven percent. Um, but still, even with that, it's still pretty pretty good, pretty low for outbound marketing, which is awesome. Now, the other thing we mentioned was like you're paying them right after the job is closed. I'm assuming you were doing some sort of deposit, like you're taking a deposit for the jobs that you booked, is that right?
SPEAKER_02:Or yeah, and so we were doing 50% deposits on all of our projects. Um, so that allowed us to have 50% up front. Um, and then Danny, we run a submodel, so um there's no upfront costs or things that we have with our painters.
SPEAKER_01:Cool. Yeah, so you're so you're able to uh get that cash from the customer, use that cash to pay your your customer acquisition costs, you're basically your door-to-door people. Um so and then I'm uh I'm assuming your your closers as well.
unknown:Yeah.
SPEAKER_01:Uh so that makes a lot of sense. So you're able to maintain good cash flow by basically using your customers' money to then pay down your customer acquisition costs, which is your door-to-door people and your closers, immediately. So you're reinforcing that when, you know, where they they got that lead, you know, it was booked a few days later, I'm assuming, on the on the calendar for that for an estimate. And then, you know, potentially they got that bonus, that six percent commission, you know, within a week or two uh on on a lot of them. Is that right?
SPEAKER_02:Yeah, and it was great. There was time in Daniel where we're doing closing jobs in March and April, and we weren't doing their jobs until August. So we had 50% a couple months in advance, um, which was great. Um, Daniel, one thing I do want to talk about is um people sometimes they have to in their mind, they're like, I can't get 50%, or I can't charge this amount of money. Um, and the the good thing that I've had Daniel is I worked for a painting company that was one of the most expensive ones where they were I was used to as an estimator or closer to get 50%. And we were the one of the most expensive. So when people hear our average ticket, they're like, that's a high average ticket. And it's because I was already my mind, was already used to selling higher ticket items. So that's also helped us get to a million dollars in revenue, is because we were selling projects at higher price.
SPEAKER_01:Um, so yeah, this good point. So like uh twelve thousand dollar average ticket, and and this is mostly because it was full exterior. Did you do like a good better best type option or something like that? How did you how did you get the uh the average? Was it just larger homes that you were targeting, or were you doing some sort of um upsell process there?
SPEAKER_02:It was mainly upsell. I wish I would have had the good better best. Uh that's something that we're actually doing now, uh, but it's not something that I did back then. So um back then, what we were doing is we were just this is where we're at, and we were using products that other painting companies weren't offering um or doing, and we would just offer them as an upgrade, and that's why we were able to charge more. So a lot of painters here that used to be paid for body and trim. We're in the rainy state where we get really harsh weather, like right now, it's like 40 something degrees. Um, and we want we upgraded them over to Emerald for trim. Those slight upgrades was able to bring in a couple thousand dollars of a difference. So that's what helped us out a lot.
SPEAKER_01:Nice. So with those upgrades on paint, um, you're able to basically not really those upgrades mostly went to the bottom line. So it probably really helped with not only your your average job size, but also your just bottom line in general. Because I'm I'm assuming those upsells were uh pretty minimal in terms of the cost to you.
SPEAKER_02:Yeah, our guys like using emerald anyway, so it worked out with a win-to-win. Um so it was a nice nice.
SPEAKER_01:Um cool. So going, I'm just curious about the you know, we talked about attracting the the door-to-door folks. You had you paid them weekly, you pay paid them quickly, you know, after the job was booked, you pay them a very uh a high uh commission relative to other folks. Um did you did that really kind of solve the churn, or did you still have a higher churn? Like I'm I'm assuming you know, a lot of the challenges that I hear with door to door is that you know you bring someone on and you might think that they're gonna work out, but then they kind of just they get discouraged because you know, getting the door slammed in your face hundreds of times uh can be can be challenging to deal with. So like uh do you did you learn anything on I on identifying the right people, or or did you kind of already have a good talent base to work from that these were door-to-door people who were familiar with it and it was pretty much just giving them a new script?
SPEAKER_02:Um, I will so I I I want to share something as well. So we did really good, Daniel, with door-to-door. Um in the round, no, the August. Um, so we had our highest month in July. I'm giving you this for context. Um, our highest month was in July, we did 316 uh in the month of July. And then after July, Daniel, our business went like this. Um, so what happened? Was that he got really comfortable, very complacent, and he was like, Oh we just did 316 and the next month we did horrible. And what happened was I did 316, my head just felt like this big, and I was a became a bad leader. I wasn't showing up like I should anymore, um, and I wasn't giving my guys the training that they deserved, and I ultimately lost my door-to-door team. Um, and it's the reason why I'm getting at this is because when it comes to door-to-door, I primarily was looking after people who had no experience. Um, people usually um people usually like to hire people with experience, and I think that's great uh for certain roles, but I think for door-to-door, um, you want to be able to have someone who has a clean slate so you can show them, hey, this is what we do, this is why we do it. Oftentimes when you hire people with experience, they already have certain things in their mind, and that's how they do them, and there's no way you get out of that state of mind. So that's my reason why I hired primarily people who've never done door-to-door. Um, and I think the reason why I was able to hold my door-to-door reps and have not an insane amount of turnover for the first few months of my business was because I was training every single day with them and I was giving them the training and attention that they deserved. Um, after July, um, I ended up letting go of the training and attention that they deserved, and that's why I lost my team. I'm very happy to share with you, Daniel, now that in the last month and a half, we were able to regain our door-to-door team. So for about eight months, uh, nine months in business, I had no door-to-door team. Um, and what ended up happening as well when I lost my door-to-door team is I now had cash flow and I was able to bring on uh Tritis as my marketing uh company. And we did really good with Tritis, and I like doing my door-to-door team, but I uh I now have a door-to-door team.
SPEAKER_01:Yeah, nice. Well, that's that's a killer stack there with uh doing uh social media outbound and also door-to-door outbound. I mean, so that's uh especially if you have both dialed in, so it sounds like you definitely have the experience with running door-to-door team and then adding that on top of your social media, um, which I know tried us gets gets good results. Um and uh so that's that's awesome. So it sounds like you know, you have the marketing really figured out, but you know, with with the marketing, you know, comes that you you actually have to produce the work too. So how are you able to ensure that you had enough of a team to actually produce all the work that you were booking?
SPEAKER_02:So I was interviewing people February, um, and I actually landed a job. It was it was too complicated for me to understand. And I ended up hiring a subteam. For me, this was like a small job, small two to three-day job. And what actually needed to happen was we had to remove all the taping on the ceiling and retape it, mud, texture, and everything. And I came across a subcontractor, his name's Editor, and Editor told me, Hey, Jose, I want to work with you. I know you have a lot of potential. This job was severely underbid. And he said, Don't worry though, like I want to build a partnership up with you. And um, we got along very well. Daniel was a very honest contractor, and unfortunately, you don't find many of those. Everybody's just like up, and I understand you know they want as much money as possible. And we were able to build up a connection, a partnership, and he did primarily all of our production when it came to 2024. And we we just counted on him, and he brought in two, he created two teams. So we were able to get all the work done with two teams, and then we'd hire we would hire sub-teams to help out on our on our more busier weeks, uh, but primarily just interviewing them. Justin has a really good system in his group where he shares with you how to interview what questions to ask for for your subs to make sure that you're getting the best subs possible as well.
SPEAKER_01:Okay, so you you brought in this basically like a production manager to kind of manage the uh the crews, is that right?
SPEAKER_02:No, uh, he was uh a sub, but his name is Editor, and he was the guy who taught me everything I needed to know about him. I was production, I was sales, I was all that stuff.
SPEAKER_01:Gotcha. Okay, so he kind of just mentored you, and and then you took the that uh learning and then kind of implemented it from there. Correct, cool. Um so with the uh so you basically were able to um get some mentorship, and then also you were screening, you had a screening methodology to screen subs and to get them. So what how are you getting those candidates, those sub candidates in? Like, how are you actually like what was your channel? Were you posting on Craigslist? Were you using uh going to the paint store? Like, how were you actually getting those leads in?
SPEAKER_02:Um Daniel or not, sorry, Justin has uh a thing where he just says, Hey, just look up painters in your local uh contractor pages on Facebook. Uh and I went ahead and did that and thankfully I was able to find um a few crews to to work with within that group.
SPEAKER_01:Cool.
SPEAKER_02:So basically just searching on Facebook and and DMing those painting businesses just being like, hey, uh looking for painters, and everybody just I didn't have to DM anyone, it would just would attach their numbers and I would just go through a whole list of people and call them and meet meet up with them at a at a Starbucks. It was really funny. I had like 30-minute slots for everyone. Like you're I met like seven subs in one day, like it was crazy. Uh but yeah, it was great.
SPEAKER_01:Okay, so you're doing a Facebook post on it in a Facebook group.
SPEAKER_02:Yeah.
SPEAKER_01:Okay, gotcha. All right, so you're finding like a local uh Facebook group in your area and saying, Hey, I'm looking for painters, there and then you're giving them like, hey, show up here, this time and location, and then you're just doing like kind of a group interview or like running through uh a group interview and going through candidates there. Is that right?
SPEAKER_02:Yeah, exactly.
SPEAKER_01:Yeah, okay, awesome. Good stuff. And and uh you would just do that kind of periodically, or was it just when you needed it?
SPEAKER_02:Or well, we only did it once. Uh we did it a few times, but I the primary one was one time, and that's I was able to find four of the sub teams that I used throughout the year. So it was great.
unknown:Yeah.
SPEAKER_01:Okay. So it sounds like you're uh you're able that first uh effort you know really paid off because I know some people go through subs, you know, um pretty frequently. So it sounds like you found some good some good folks, and or you had a really good system to make sure clear expectations were you know on on each side, that you guys worked well together, that there's a good communication. I guess tell me about that. Like um, how are you because you you found your four main subs on the first try, and then you've you've kept them the entire time, it's been like a year or more.
SPEAKER_02:Yeah. Um, so I think the primary reason, Daniel, is most people see contractors and subs as like, let's pay them the least amount of money as possible. And you know, obviously what's important is understanding what your margins are and what you want your your split to be. So for me, I believe in uh paying uh our subs well and paying them uh you know a good wage. At the end of the day, you want to make sure you're tracking certain talent. I mean, you have this type of tier of subs and you have this type of tier of subs. The only difference is obviously the experience, and obviously they're gonna want more money on this side. So if I can get this kind of sub, um, an A-player sub, then that would be really great. So we pay people, we have systems in place, we pay them right as soon as we got a final paycheck, we would pay them right away. Um, as opposed to other contractors, we'd be like, oh, hey, we'll pay you 30 days later, a couple weeks later. We didn't believe in that. Like as soon as you're done, here's your month, um, which is really great. Out of the four teams that we had, uh, right now we currently are still using two of the two of the four. The other two, um, it just we had a split ways for certain reasons, but we're still in communication. So if they ever, if we ever get busy, we can always reach out to them as well.
SPEAKER_01:Okay. That's fair. Awesome. Wow. So you've uh you've definitely accomplished a lot very quickly. Um, what are what have been some the biggest maybe the biggest challenge during this very fast growth over the last couple of years?
SPEAKER_02:I think is um the biggest challenges has been, you know, being able to hire uh certain people. Uh because, you know, Daniel, I was doing everything. And it's I'm someone who needs to have control of everything. Uh and it was letting go of that initially what was really hard for me. Um and what I would just say, just find finding someone that you can fold trust in to let them go and uh and do what you were doing before. Uh, and I think it's that's one of the most important things. And then realizing that there's people who are better than you at doing certain things. Um, and you don't have to be the smartest to say you don't have to be the best at doing this. I think that was one of the biggest things that was hard for me to understand. Um, and I think that primarily that's the biggest one. Um, I think that stays with me throughout my whole trajectory.
SPEAKER_01:Yeah. So it sounds like realizing that uh you're you letting go of control, like being willing to let go, put somebody that's good to uh to take your place, and then realizing that you're not the best at everything. Like pe other people can actually do better than what than what you can do, especially if they're focused exclusively on it and you are doing 15 other things and you know you're just like partially focused on that. So uh that makes that makes a lot of sense. Cool. Um now I think this is super helpful for for folks, especially who maybe are thinking about getting started, um, or either started just generally or started on door-to-door. Uh and I think I think you've provided a lot of cool insights into your process. I appreciate you sharing. Do you have any other final thoughts of um running a painting business or scaling it so quickly like you did? Uh any any thoughts or asks of the of the audience?
SPEAKER_02:Yeah, no, I think the biggest thing that um people a lot of people tend to forget and they get stuck on is you don't have to reinvent the wheel. Um, thankfully, I was able to come across Justin very early on, and I believe in um you know investing into mentorship. There's a reason why they are where they are, and if you're able to not make mistakes they did and pay a certain amount of a certain fee for that, you're saving time and you're saving mistakes, which ultimately means more money. Um, and then just going out there and taking action. Uh Daniel, I I'm I'm not anyone, I'm not big or anything at all. Uh, but I do the people who who reach out to me uh on a weekly basis, and I like to help everyone as much as possible. I think I'm here on this role to help others. The biggest thing that I see with everyone is out of maybe seven people who've hit me up in the last week and a half, maybe two of them take action. And those are the the only things that makes a difference between the set the other five versus the two, just taking action. So my biggest thing to everyone is take that risk, take the action. Uh now's the time, there's no better time. Um and that's just the only thing that I tell people, just take action and literally reach out to people. You'd be surprised how many people actually want to help you. Um, and just get over that uh fear of you know, that nervousness of just reaching out to somebody.
SPEAKER_01:Love it. Take action. Don't don't uh don't get stuck with uh analysis paralysis. So makes sense. Um I think you're killing it, Jose. Uh so I appreciate your sharing your journey and uh I look forward to to seeing what you do in the future. Uh and I appreciate you maybe next time you can come come back on the podcast and talk about how you crossed over 10 million um next time.
SPEAKER_02:Yeah, that's great.
SPEAKER_01:So cool. Well, I really appreciate your time, Jose. And for the listeners, with that, we will see you next week.
