The Decision You Keep Avoiding — And What It's Costing You

Sitting on the fence feels safe—until it quietly steals your momentum.

In this episode, we talk about the real cost of slow decisions: missed deals, stressed teams, wasted hours, and the mental drain that makes everything feel heavier than it needs to be. Decision fatigue isn’t just a productivity issue—it’s a leadership issue.

We share what’s changed for us over the last several months: we’re making calls faster, fixing problems faster, and moving on without dragging the “who’s at fault” conversation behind us. We walk through a real example—an employee pay mistake—and how a two-minute, decisive response protected trust, preserved culture, and solved the problem immediately.

But we also challenge the idea that “fast” means reckless. Some decisions need urgency. Others need timing. The win is knowing the difference—then acting without hesitation.

We zoom out into the deeper layer: why people freeze in the first place. Fear of being wrong. Fear of regret. Fear of choosing the “bad” option. Our takeaway? You don’t need 100% certainty—you need forward motion. Commit 10%, get data, adjust early, and avoid the trap of overcommitting to the wrong path.

We also get practical: reduce micro-decisions so you have energy for the big ones—systems for meals, groceries, calendars, routines, and KPIs. Less noise. More clarity. More freedom.

📌 Key Topics:

• Decision fatigue and why “no” becomes the default when we’re tired ✅
• Fixing problems fast without wasting time on blame ✅
• The 10% commitment rule: move, test, correct early ✅
• Saying “no” faster to get to the right “yes” sooner ✅
• Building simple systems that remove daily decision clutter ✅
• Why momentum beats perfection—every time ✅
  
  
  

Ask yourself: where are you still “thinking” when you should be choosing—and what would change if you decided today?

Chapters:
00:00 Fixing the Hook: Stop Over-Explaining at the Start

00:33 Um’s, Ah’s & the Transcript Wake-Up Call

01:16 Decision Fatigue: The Real Skill They’ve Improved

02:13 Payroll Mistake Case Study: Decide Fast, Fix Faster

05:37 When NOT to Rush: Timing Decisions Like a Pro

06:44 Jocko’s 10% Rule: Commit Small, Adjust Quickly

08:07 Atomic Habits Momentum: Small Steps That Compound

10:25 Decision Fatigue Science: Parole Board & Morning Decisions

11:48 The Fence Is Mine: Faith Analogy for Indecision

12:59 Leaning Into Fear: Saying Yes to the First Podcast

14:22 The Butterfly Effect: How One ‘Yes’ Changed the Podcast

16:09 Say ‘No’ Faster: Filtering Bad Deals & Avoiding Analysis Paralysis

16:56 Real-World Example: Quick Offer, Quick Walk-Away

18:11 Yes vs No: The Numbers Game (VC Logic & Underwriting Muscle)

21:35 Why We Freeze: Decision Psychology, Fence-Sitting & the Fork in the Road

23:35 Decision Fatigue Hacks: Uniforms, Calendars & Pre-Deciding Your Year

25:08 Systems That Save Hours: Instacart, Meal Planning & Grocery Store Traps

28:47 Final Challenge: Make the Next Decision Faster

Transcript

So I had a coaching call this morning and. At the end of the call, he'd said that the one thing that my wife and I have gotten better at in the last six or eight months that we've been working together isn't our anything to do with the operations of our business or the way that we're conducting ourselves.

It was decision fatigue and how the one thing that we've changed over the last eight months. Is that we make decisions faster. And so just reflecting back on that, I can think of so many times over my business career over in the military about, you know, where sitting on the fence and weighing decisions led to so many problems.

Have you experienced that in your business? So I try to make decisions as fast as possible. I try to. What's the problem address? I'll give you a prime example. We screwed up on this guy's paycheck. This guy came in, Trump passed a big, beautiful bill. One of the things in there was you can now pay somebody up to $2,000 without them being a 10 99 or a W2 employee.

So what we started doing is, Hey, you come in. Work two weeks for us. We'll pay you $2,000 cash or we'll write a check, but we'll pay you $2,000. You don't have to pay taxes on it. We don't have to pay taxes on it. Everybody benefits guy came in under that $25 an hour, two weeks trial period. This gives them an opportunity to, uh, see if they like the business and for us to see if we like their work.

We never changed this pay from $25. To what it was supposed to be. So we gave him his raise yesterday off him the $25. Oh my God. And he called me out this morning upset and I called him back. He's trying to explain it to me. I said, Hey, hey, I got it. This was gonna happen. We're gonna go back. We'll figure out all the money.

We'll give it to you based off from what we promised you. Nothing but a admin mistake. Your raise will be based off from. Where you should have been, not where you're, because we just pulled the information, you know, we just knew what he was making in the system and then based it off from that. So I said, Hey, you still get the same raise and all that stuff.

But he was trying to explain himself to me, and we made a mistake. Let's fix it. How fast can we fix it? One thing. I've always been, you're talking don't interrupt. You know, let let you get your thoughts out type thing. That's one of the things I tried to do, but I might have missed some kind of coaching thing I said as the ceo, like once you make the decision, just interrupt him.

Hey, we got it. And so that's what I did. He's on the phone. Hey Jeff, don't worry about it. I'll take care of you. This is what we're gonna do. We'll get off the phone. I'm gonna call Jackie office manager. I'm gonna tell her what happened. I'm gonna tell her, give her X, Y, and Z and you'll get your money. And it was fixed that fast, two minute phone call, but it was about making the decision right then and there.

We screwed up. How do we make it right? It was happy. Well, and, and I feel like the, where people go wrong in that same scenario is they spend 45 minutes trying to figure out who screwed up. Whose fault is it? Like what, how we gotta get to the root of this and then you wind up having to make the fix anyways, but it took you an extra hour and if your time is worth a hundred dollars an hour, that fix might have cost you what?

Two, $300 maybe this week. But the time that you put into it is like 50% of that. Yeah. So the whole thing between talking to him and talking to the office manager that does the payroll, probably five minutes worth of work. I called. I talked to Jeff on my way home from dropping off my kids. I talked to my office manager on speaker phone in my house, and my wife was in there, and so she tried to do the.

200 questions about, well, how did that happen? Where did about, I'm like, I don't care. Like it's fixed now. Mm-hmm. We're moving on. Like, it took me longer to have a conversation with my wife about what happened than it did for me to make this decision. Tell the guy the fix, pass it on to my office manager and hopefully get him his money by the end of the day and, and I think.

The opposite is also true. Like not all decisions need to be super rushed. Like I yesterday had, um, a truck going to the shop and they, they tore it apart, looked at it, said, okay, this is what we think it's gonna be. Here are three potential solutions that we have. I said, perfect. Can you send that to me in, in an email?

Yep. Then it, it was 15 minutes before they're about to close shop. I could have just authorized right there, but they're not gonna work on it till the next day. I'm like, okay, I'll look at it. I'll sleep on it. So I think that while decision fatigue can hinder the business, also understanding the timing of things I think is more important.

Like. That decision didn't need to be made on the fly. They're not gonna order the parts that night. They're, they're gonna check a box and then, you know, go to bed and they're not gonna think about it again. So I was able to address it in the morning and made what I believe is the most educated decision.

I, I, you know, reach out to a couple people, Hey, this is what they're quoting me. What do you think? You know, they say, yeah, that looks about right. And then now I'm a little bit more comfortable with my decision, but I made the decision quickly. Mm-hmm. I think. I don't remember which one of Jocko Willing's books, he talks about it.

But I think people, one of the reasons they're scared to make a decision is they don't know if it's the right decision. They're scared of the outcome. And one of the things he talks about in the book is you don't have to make a decision that's a hundred percent. You could start marching in that direction.

Take you two paths. Start going 10% down that path. If you finance out the wrong decision, you're only 10. You only wasted 10%. Mm-hmm. Versus committing a hundred percent to it, and now you get all these biases, something cause fallacies and all this stuff. You don't, you don't even have to worry about that.

Like you only committed 10% to it. And I, I'll give an example. I put an offer in on an HVAC company today that's just a verbal offer over the phone. Like I didn't commit that much to it. Like there's no monetary commitment. I didn't sign any, any. Stuff, but I'm like, Hey, this is what I'm willing to do. Let me know.

And so I just committed a little bit to it. I mean, maybe that's not a great example, but like I didn't waste a whole bunch of time on A LOI or anything like that. I just said, Hey, we've been talking, going back and forth on this. Um, we seem to be on the same page this's where we're going. So. Don't over commit.

Don't waste a whole bunch of time. Just put a filler out there, throw your line in the water and see where you go. Yeah. It's just, it's, I think it's part of, um. Was Atomic habits. They talk about just making incremental, like one small step of progress over a long enough period of time has drastic results.

People look for the big quick, you know, how can, how can I push this vehicle 30 feet all at once? Like you don't need to push it 30 feet, push it an inch, and then another inch, and then another inch. And I love the. The broke down car analogy, you know, especially I got two kids that are getting ready to start driving and I, they're like, oh, I want a Range Rover and I want a 1967 Dodge Charger.

And I'm like, no, you're gonna get a Honda Civic. It may or may not have heat, the windows probably will not roll down. Like that builds character because that then, like, what was your first car? A Honda Accord. And it didn't have any heat. Uh, the windows didn't roll back up like it, it was. Built character, but pushing a vehicle from a dead stop, you realize that the more continuous, you know, effort that you give it, the easier it gets.

And the same is true I think, in the momentum that we have in our business. And, you know, spiritual life, my, my fitness, all that stuff. Like we talked about, last episode, about building a dashboard. All I did was build a dashboard for my diet. I didn't change my diet at all. I just started tracking what I'm consuming and I have lost weight from it just by tracking it.

And all that did was give me a little bit more momentum, and then I started going to the gym. More than I had in the past, which is, you know, not much, but, so once a month? No, no. I've, I've been going like four, four times a week unless I'm on the road. And when I'm on the road I have chains and stuff, you know, for load securement that I'll just sit in there and I'll work out with 'em in the truck.

So I'm, I'm doing stuff just to be a little bit more active, not like I'm just gonna go try and run a marathon or I'm gonna be, you know, the go do Tough Mudder or anything like that. Like I'm just doing a little bit more than I was doing before and. It's the continuous effort. I think that's gonna have the biggest impact in business.

It, I mean, building the dashboard, tracking your numbers, knowing what your KPI are, like, all those things that they should not be high decision problems like that. I, if I wanna know my KPI, I should do it today. Yeah. And I mentioned a couple books or we've mentioned a couple books. There's a book and they talk about, I wanna say South Africa, something like that, but they have their parole, um.

They go before the parole board and if they go in the morning, they have like a 60% chance of getting parole versus if they go in the afternoon, they have a 10% chance of getting parole. Mm-hmm. And it has to do with decision fatigue. 'cause we are automatically, our default setting is No, no, no, no. So when you get tired you default to No.

And so I think, I think that's. Part of it is with decision. Mm-hmm. Make all your hard decisions first thing in the morning and then let the easier decisions be in the afternoon. One of the guys, I don't remember who it was, says that they don't take any meetings after 11 o'clock. Like, because they, anything that requires their focus and attention and decisions, they want to have those meetings.

So, it's similar to what you're saying, but um, yeah, it has something to do with your energy level and like your, you know, your. Capabilities to process. Yeah. Because your brain spins like 80% of the energy, 80% of your body is, uh, I'm butchering this, but 80% of the energy that your body spins is, uh, from the brain and all the Hmm.

Activity that it does. I, I believe it. I, I think one analogy, I, I don't remember where I heard it from, but they talked about. It. Granted, this was more about the faith question, but it was like God's on one side of the fence, devil's on the other side of the fence, and they said, you have to make a decision.

You gotta go one side or the other. And the guy was like, I, I don't really know. And, and so he is like, I'm just gonna sit on this fence, and the devil cheered. And he is like, why are you cheering? I said, I'm staying on the fence. He said, well, the fence is mine. And I think that is so true about what everything that you're saying is when you.

Are on the fence about a decision. It's usually not in your favor. Yeah, I, I, I had never heard that, but it's from Revelations. He was neither hot nor cold. I'll just spit you outta my mouth, like vomit. So that's probably where they get that analogy from. But yeah, it's uh. Yeah. Revelations three, I think, or four.

Anyhow, early on. I know you don't read Revelations, you're scared of it. No, no. I, my wife won't read Revelations. I've read it a couple times. I just don't have a good memory like you, so, but yeah, I, I do think that, uh,

you just have to make a decision. Hmm. I think there's so much I, I'll go back to, I think this was a great. Segue for this podcast is my first podcast I was on, uh, with Ted. Ted asked me like an hour before the podcast where we were at the three luncheon. His, um, whoever he had lined up, backed out last minute.

I didn't really know Ted well. Then he said, Hey, how many units do you have? And I don't know. I was like, 10, 12, something like that. I felt like an imposter and. He, he's like, Hey, we just had a back out. Can you do the podcast in an hour? I'm like, hell no. Like, you know, I defaulted to no, but 'cause I'm scared.

And then I called my wife and I just, I said, I'm, I'm scared. Like, and anytime I'm scared of something, I need to lean, lean into that fear. And so that was why I ended up saying yes. But that one decision was the domino effect. Now we're doing our, I don't know what this is, 60 something to 70th podcast. I don't know exactly where we are.

Mm-hmm. But that's what led to this. It was that 10% down the pathway. I'd have never, if you'd have asked me four years ago, would you not only be on podcast but have one, I'd have told you hell no. Mm-hmm. But that one decision. I think, and we're a small podcast, but I think we're, we're on the path to doing good things.

And who knows, maybe one day we will be a, a real podcast. But I, I think we're got, compared to our first episode, like this has gotten so much better. Like I would actually watch us now. Yeah. My wife said the same thing. Like, I would actually watch you guys now. I was like, oh, did you? No. It's funny. But go ahead.

What's, well, I mean. I, I think that one, the butterfly effect is super cool. So just, I mean, like you said, making that one decision led to so many other good things happening. And, you know, the, the people that we've been able to connect with, um, how much deeper I've gotten in my face since we started this podcast, just by connecting with like-minded people who run their business, you know, face centered.

I, I think is, uh, I mean invaluable, but say, like you said, saying yes faster. Um, it's something I, I'm constantly gonna be working on. I don't think anyone will ever get it a hundred percent, but if, I mean, we talk about colleagues that are, you know, just doing this, that and the other. I've lost so many deals to that particular person that I, I realize it's just because they make decisions faster than me.

Granted, they're, you know, 10, 15 years ahead of me in business, but still, it's, it's like something to aspire to, to make that le to have. I don't, I don't wanna say low self concern, but to not weigh the, the wrist too much and then get the analysis paralysis. Like I want to commit to just how can I make a decision faster all the time?

And you know, if, if every time I'm getting a little bit faster, then I think it'll be sitting pretty in a few years. And one thing I feel like we've highlighted a lot in here is saying yes to opportunities or saying yes to decisions. I think the most important thing is saying no to the things faster.

Mm-hmm. No, I'm not gonna do that. No, I'm not gonna be on this thing, or I'm not gonna underwrite this deal, or, no, this is a bad deal for me. I'm walking away. Too often we get caught in making the yes choices that has helped your life, but really, if I could say no to a hundred deals. Quickly, it gets me to the hundred first deal that I want to take action on that much faster.

Yeah. And I, I think that's a, a lot of, well, and, and along with that, I mean, you talk about opportunity costs. I, I think of one business where I, I got a lead from someone. I called them right away. I went out to meet them, not even a week later, and it was like a three hour drive away from here. Went out to meet them.

I, I found myself a load, so I, so I could get paid on the way out there so I, it wasn't off or Naugh, but met with them. Talked, talked, you know, what they're looking to do in their business and where could I add value and all this stuff. And gave 'em a soft offer and said, you know, I'd, I'd be able to do something like this, put it on paper, send it to 'em the next day.

They were in a, they just said that they were. Looking to get something different outta the business and didn't wanna carry a note for, for any period of time. And I said, okay, moved on to the next one. So the point in that is, a year ago, I probably would've tried to find a way to, well, maybe if I changed this around, I could make this deal work, but I gave them my best foot forward.

I wasn't there to play games and just let it be. And I think that's part of the growth of decision making, you know? Quick decision making. Do you find there more value in the quick decision making? Like from the standpoint of No, or from the standpoint of, yes. I don't know. The question really hits well, but you're looking at me kind of crazy.

Well, I mean, is it more powerful to say yes faster, or is it more powerful to say no faster? What do you mean exactly that? So I, I mean, I think, like you said. If you have to go through 99 nos to get to one effective, yes. You still got a hundred swings in right? And I, I'd say that if you look at venture capital, what do they do?

They, they buy 20 companies. They know that 13 of them are gonna flop. They know four of 'em are probably gonna break even. And then the other two or three are gonna be home runs. So they, they're in it for the numbers game. I don't have the capital to make that many attempts, so I have to be a little bit more selective.

I can't just go buy 20 businesses. I have to make sure the one I buy is gonna be effective. So, and, and there's times that I've gotten into deals that I might've regretted doing. Like I didn't make as much money as I intended to, and, you know, things go wrong, but I never regret it afterwards. And, and I think, was it Panda that said something about, uh, or maybe it was from Mosey that the um.

Oh, oh gosh, I'm gonna butcher it. But, um, we often do the, the regret of, uh, of failing is always better than the regret of, of not trying. Hmm. Some, something like that. I don't know. But I mean, talking to,

he has this deal criteria and that's effectively saying no to any, like he's already eliminating a hundred percent or 99% of stuff like. Unless your EBITDA is over a million dollars or whatever, his like, don't even call me. Mm-hmm. You know, that's kind of self eliminating. Uh, 99% there. But I like what Brandon Turner used to say when he was on BiggerPockets the nos, because he was always talking about underwriting, Andre three deals a week or whatever it was, three deals a day.

All those nos that you're, that you're doing. You're just getting that much faster. So first week you can only do three. Then the second week you might be able to do four, and you're building, building the, um, the muscle memory of how to underwrite. And so not only are you getting in the habit of saying no quicker, you're getting in the habit of learning how to do that particular thing that much faster.

So, yeah, and, and that was, I, I did that when, when he was coaching those things. I did five a day every day for like two years. I don't think I missed a single day. I underwrote deals and I got to the point where, especially in our market where I could look at a deal, come on the market and I knew whether it was cashflow or not.

Yeah. Like immediately. And I think that's the bringing the two together. That's what I'm like, not only are you getting used to saying yes, no, maybe so, but now. Nope. Not a deal. Not a deal. Ooh, I might look at that one. Nope, nope. Yes. And just getting through all that. Yeah. Well, and, and that second year, I think I put out over a hundred million dollars in offers that, I mean, there's a lot that didn't pan out.

We only wound up buying maybe five or 7 million and. But I mean, that's still 95% no rate, but you have to get through the nose. And I, and I think as you get into sales, that's pretty much all sales is, is just getting to know faster, you know? Yeah. I, I guess I wanna talk to the transition a little bit to the psychology of why people are scared to make a deal or a, a deal, a decision a, a decision.

My wife drives me absolutely nuts with this. Like, where do you wanna go eat? Oh, I don't, and then I'll give her like two or three options and still like, um, whatever. And then I'm like, let's go have sushi. She's like, oh, I don't want sushi. And so it just, I just wanna slap myself. And I, I've always said, I'm gonna, I'm gonna start a restaurant that's called, I don't care.

And then next to it I'll open one that says, I don't know. And like, where are we going? I don't know what, I don't care, but it. And I have read that men are, can make decisions quicker. I don't know whether that's scientifically proven or whatnot than women, but it does drive. I'm like, you're making a decision to, to your fence analogy earlier, like you're riding the fence.

That is a decision. You're deciding to write on the fence. Mm-hmm. Either be hot or be cold, but get off the damn fence. Mm-hmm. That's. My biggest, the, the other analogy, or not analogy, but reference that Brandon to made all the time, and he would do this in a lot of his, um, his webinars is, um, was it Alison Wonderland or whatever the second one is, I don't know.

Cherish our cut. Yeah. Yeah. Where there's the fork in the road instead, should I, should I go left or should I go right? And she's like, well, where do you want to go? She's, well, I'm not sure. She says, well, it doesn't matter what you choose, any path will get you there. Mm-hmm. Yeah. And that's what. I, I know we're kind of mostly talking about this from a, a deal analysis standpoint, but do you buy a new truck or do you give that person a raise or do you go out to eat with this person or do you take your wife to this restaurant or this restaurant?

Those are all decisions that need to be made, and there's so many of 'em. I wear a black shirt pretty much every day. You know why? 'cause I don't wanna make a decision on what shirt to wear. Thought you were just a messy eater. Makes me, makes me look slimmer too. But there's a lot of de mortel wears a blue shirt every day.

Steve Jobs wore that alpaca turtleneck every single day. It just cuts down on those decision fatigue things. Hmm. Alex Hermo wears the same jean shorts and uh, uh, whatchamacallit, uh, acquisition.com. Yeah. Shirt with a flannel over it. Like it's the same thing every day and it's removing all those little.

Decisions so that you can make the bigger decision. So I'll, I'll give you an example of, well, two that we've done this year that have been extremely impactful. One is the big ass calendar, which is, um, oh gosh, what's the guy's name? I can't remember. Don't remember. But, um, it's massive, massive poster. We went put sticky notes all over it.

Like there's color coding. These are our big goals. We're gonna buy business by here, by here, we're gonna have, you know, this level of scale achieves. And we have our Jesse. Jesse Itzler. Yep. And we have our vacations on there, all that stuff. So like we, we just know what our benchmarks are. We've already thought through the year, we know exactly how this year is gonna go.

And I wouldn't even call them goals, but we have like mini vacations, like going, taking the kids outta town for a day trip. Like stuff like that. That's like, we already made the decision, this is what we're doing. And so. Um, so anyways, that's one of the big ones. The second one that's been extremely impactful is we, we realized that we spend an ungodly amount of time at the grocery store.

Like, it's ridiculous. I, I, I live across from Walmart. I go to Walmart probably four or five times a day. Like, gotta get kids snacks before school. Like, oh, got bread, gotta go back and get bread. Then, you know, we have lunch and, you know, so I'm, I'm going to Walmart way too often. I'm probably spending three hours a day there.

So we just started doing Instacart. And even to take a step further, Instacart's not that expensive, but to take a step further, we have seven kids. We gave each of the kids one night a week that they get to pick what's for dinner and we, it's coordinated with their laundry days. So they each get a laundry day and.

So on Mondays, you know, Haley chooses what we have for dinner so we can Instacart it all on Sunday. They pick everything and then we just schedule it out to where the, the ingredients for each of the kids'. Dinners come every day, took away. A lot. I still go to the grocery store probably once a day, but, but it took away a lot of grocery trips and that decision fatigue is, I mean, it's phenomenal that we, we already know what we're having for dinner tonight.

There's no, you know, what do you want? I don't know. Oh, I guess we could do that. And then it's eight o'clock and now we're like, well, I guess we're having pizza. So my wife and I talked about doing similar system of, of that, and I think coming up with a system is paramount to all of this. If you wanna remove the decision fatigue.

How like we wanna go, like these are 10 things that we eat the most of and put it all on a shopping list. So in a week this is what we normally eat and it'll cover 90% of that, of what we, what we do. And then you only have to go and out and buy the last 10%. From a financial standpoint, not going in the grocery store.

Well, best decision. You're talking about decisions? Yeah. Like why do they put the candy at the front of the o uh, register when you go there? Like it's easiest just, yeah. Throw cart. It's just easy. They know you're, make a decision. Why are the Oreos at the end cap? Mm-hmm. So first thing you see, like, and not only that, but they know that you're quicker to make those decisions and those are their highest profit items.

Like the canned beans that you buy for 39 cents. I don't know what beans cost today. Mm-hmm. Tell me I'm net idiot, but they don't make much money on that. But those Oreos that you buy for $6 or whatever they cost. Yeah. You could tell I don't go to the grocery store. 30% spread. There's 30% margin on that.

Yeah. So they're positioning themselves to make decisions for you based on your, your psychological instincts. My thing is just quit calling a grocery store and just. Instacart it, you know, um, set it up on Amazon. Amazon, uh, you know, target, you pull up to the store, they, they load it in your, yep. In your backpack or in your trunk.

I think that's the way you should go. The one thing I'll say about the target ones is I feel like I've seen it before, where those people pull up into those things, then they run and grab their star, Starbucks, come back out and wait in the car. I don't, I don't, I can't re I don't know. But anyways, yeah, I, I think you're absolutely right.

Just coming up with a system is, I mean, it's taken a given us back so much time and that we don't have to make those decisions. And I, I, I agree with the, I've been trying to think of, and now maybe I'll plug it into my clo about an app that I can build that just takes, you can scan receipts or something or have it integrate where it sees how often you're buying.

Like you buy toilet paper once a month. Every once a month, it's gonna renew that on your Instacart and have it integrate. But yeah, so anyways, I think, I think the challenge that, that I wanna put out there is, is. If you're watching this, can you make decisions faster this year?

I, I hope so. So, sorry. I was, uh, made the decision to laugh at you. No, but I, I agree. So, how fast can you make a decision? How can you I don't think it's about making that decision as fast as possible. It's about getting to the next decision as fast as possible. I think that's where the, the biggest. Growth factor in business and in life is so, and I'll leave it with that.

So thank you Tanner.