The $14M Pool Fence Business Replacing SaaS With AI

Eric Leppin took over Lifesaver Pool Fence at 21 and grew it from under $1M to over $14M a year. In this episode, we talk about franchising, dealer economics, building a custom CRM with AI, and why the old “best practices” for running a business may be changing faster than most owners realize. This is a conversation about resilience, first-principles thinking, and how niche businesses can use AI to build systems the big software companies never will.

Transcript

SPEAKER_01 0:01

He's making$14 million a year from a wheelchair.

SPEAKER_00 0:05

What's your excuse? Doing anything while disabled is just kind of like doing it on hard mode, right? But I mean there's advantages too. The main thing I do while disabled is solve unique problems that no one else has had to solve before because everything I do is unique and special.

SPEAKER_01 0:18

I've been mentoring Eric for months on how to make his business more profitable. Then he told me something that changed everything. Public company CEO, they would say that what you're telling me is not possible, that you're never going to vibecode a CRM for your business.

SPEAKER_00 0:32

That happens once a month, or I get told by somebody like no one's ever wanted that before, or no one's ever even thought about asking for that.

SPEAKER_01 0:38

He's ditching billion-dollar stat companies to build his own custom software with AI. This strategy is going to unlock millions of dollars for people, and nobody even knows it yet. I think it's just a matter of time. Before we get into what Eric's doing with AI, let me show you where this all started. When we first talked, Eric was obsessed with the business model that I ate.

SPEAKER_00 0:59

My name is Eric Leptin. I'm the CEO of Lifesaver Pool Fence. The company was started by my parents, Robert Ruiz Leptin, in 1987 in their garage. My mom used to sew the border of the mesh pool safety fencing in the garage, and then uh all night long throughout the night. My dad had a paper route he'd get up for at like three o'clock in the morning. They'd say hi to each other, and then he would use that paper route as their advertising budget. And then when the sun came up, my mom would get me and my infant brother uh Chris up and ready for the day, and uh she'd take care of him and send me off to school. I have cerebral palsy, he's a wheelchair, so she had to deal with those challenges as well. And she ran the office and did the admin work and uh, you know, had a scene stuff and answered the phones, and uh while dad went out and tried to sell pool fences that if he sold when he came back to the garage and make it and go back out and install it. They continued on that way for a while until they were able to generate enough revenue to get a little warehouse and hire some employees. And then in the early 90s, they had a family friend, uh Bill and Marsha Kerr. And the Kers um had lost their son, Cody, to a backyard dronic. So they decided they wanted to take what we do, which is the vegetable safety fencing, which the primary purpose of the product is to vegetable, and take that to California, be our first dealers essentially. And so um they wanted to do it as both as a business, but also to stop other families from experiencing their story. From there, we started setting up dealers around the country and fast forward a bunch of years, and I started working here in the office as a summer job in between years of high school. And then I uh I dropped out of high school when I was a junior year. I did what I call my my real world MBA, and I decided that you know this was probably a better path to learning about how to run a business than go to school for it, and uh my parents agreed. 2003, I was 21. Um, my dad decided to join my mom retirement and wanted me to take over running the business, uh, which I thought was a brilliant idea at the time, uh, because I was 21 years old. And David, I don't know if you've ever been 21 years old, but I thought I knew everything. So this was obviously a cakewalk. Um, in retrospect, I don't know what he was thinking. I have a 21-year-old neighbor who's supposed to take my trash out twice a week for me, and he can't do that right. So I have no idea what the plan was there, but uh, but here we are. When I took it over, we were doing some seven figures, uh, under a million dollars a year. You know, we had some dealers and uh, you know, a handful of employees. I was the only office employee. And now, you know, we're doing, you know, last year we did over 14 million. Um I'm in the middle of about 20,000 feet of warehousing space. That's where I'm sitting right now. Um, there's about 100 people every day that put on a lifesaver shirt before they go to work. And, you know, a mix of franchisees, dealers. Why are you so sold that franchising is the right model for you? Because we've been able to get new franchises at a good clip, and the new franchisees perform so much better than the dealers do. Like they can't.

SPEAKER_01 3:47

What if you took the same approach, but the dealers giving them the training and then using your marketing span or whatever to go out and generate more leads that you can then pass off to those dealers? But you not have the same outcome.

SPEAKER_00 4:01

So another thing that we get out of the franchising is that we have a lot more control of how they operate. So, you know, for like I said, I've been dealing with the dealers for 35 years, right? And getting a dealer to do something as basic as wrap his vehicle has been a nightmare, right? Or getting them to advertise on Google has been pulling teeth.

SPEAKER_01 4:21

Um getting them to weigh I I understand, I I understand all that, but let's play devil's after a little bit. Of your nine million of revenue or nine hundred and nine point four million if you're going to include your print franchise fees, how much revenue in the last year did you make from the franchisees? From their purchases or from their purchases and fees. By the way, what is the breakdown?

SPEAKER_00 4:45

Yeah, the breakdown. So we probably did and I should know it off the top of my head, but uh we're transitioning. Um don't ever switch accounting software. It's been a nightmare. Um I've used stage 15 my entire life, and then we were I don't want to say strong armed, but over and over again told that we should you're avoiding my question because you don't want to answer it. So I what what what is like how much do you think of it? Yeah, I think we will probably do about three million of that is um is franchisees right now.

SPEAKER_01 5:13

Okay, so that's still about a third of it. And and you say you just started franchising in the last year? That just like you started doing that a year ago?

SPEAKER_00 5:21

So 2023, we signed our first two franchises.

SPEAKER_01 5:23

What was your overall business revenue in 2023 or 2022, 2023? Nine million. But I want to know is like how many of those franchisees were you just taking away from existing distribution? I want to know how much of it was uh was just uh a switch versus like actually incremental business. I'm trying to understand. I'm trying to I'm trying to get you to to to really understand, or I'm curious, I'm curious too, but I want to know like how much incremental value did the franchise model actually bring to you is what I'm trying to get at.

SPEAKER_00 5:52

That's great, thank you. Um yeah, so I when we set it up, I imagined that we would get a wave of dealers that would see the value and want to become a franchise, right? You know, the assumption was that we'd be doing X amount of royalty because we'd have so many that would switch. Um, I was totally wrong. Nobody switched. We had we had one our local franchise here, our dealer, now our franchise, in Palm Beach County, who happens to be our our biggest location. Um he switched, but I mean he switched because him and I have been friends since we were four. And I told him, like, look, we're we're switching to this deal, you know, the best dealers are gonna switch. You're you're switching. I also own a minority portion of his um company. We own 35% of the local location here. He switched because he's he has to, like, he was he was he was gonna switch another way. And then we had one other location in Texas which and that was it up until uh we have another location, two more that might switch this year that almost really will. But yeah, all of the other 23 franchises are all new business um that I don't think we'd we would have got. And the caliber of human that is excited about a franchise as opposed to a dealer is is just different. The agreements that we can have with them so they can run it properly and they they they really have to follow the system that we know works. If a dealer started up and bought a hundred grand from us their first year, that was like a miracle that we we had that happen one time where a new dealer did six figures the first year in purchases from us. Almost every franchise does at least that their first year now.

SPEAKER_01 7:24

Couple of questions. Do you protect your franchisees from dealers in their location at all? Meaning that like if you're selling to a franchisees in Palm Beach, do you stop selling to dealers in Palm Beach?

SPEAKER_00 7:37

Yeah, so franchisees, unlike dealers, have an exclusive territory. And we define that with a zip code boundary, and there's a bunch of mass that goes into it.

SPEAKER_01 7:44

So yeah, yeah, that's an important thing. And and so that that makes me feel a bit better. So that you can run that's how you can run run both.

SPEAKER_00 7:51

And just for the record, we're not setting up any more dealers. If someone comes to us and wants to start a lifesaver pollness business, they have to be more franchise.

SPEAKER_01 7:57

Okay, fair, fair enough. I I understand. So how do you, as the owner, split your time within the business? Where do you spend your time day to day?

SPEAKER_00 8:07

Almost none of it is on the direct to consumer side. Um that runs itself almost entirely, literally. Um I I spend zero time on the DTC stuff. Um it's all in the the franchise development. You're passionate about that.

SPEAKER_01 8:21

That's the thing that that's the thing that that that you want that you want to to make work the most. So like anytime I question anything about it, you're you um you you you don't like it. Yeah.

SPEAKER_00 8:32

Well, you know, I've just been seeing it work and it's growing, and um, and it seems very uh repeatable, right?

SPEAKER_01 8:40

I didn't think franchising was the right decision. Eric had conviction that it could work. After a few months, Eric came back to me and told me it was working better than ever, all thanks to AI. Walk me through the economics of the franchise and dealer business. I know before, like one pushback that I had on from you when I was going over my notes that I'd be curious about is um your franchise model feels a little complex to me, meaning there are lots of different fees, there are like lots of different or multiple fees that you end up having to collect on and and track. So like walk me through um you know that in a franchise relationship versus a dealer relationship and how you're thinking about that.

SPEAKER_00 9:24

Sure. So for the dealers, they buy fence.

SPEAKER_01 9:27

That's it. They buy and then they resell it by at whatever at whatever price they choose. Like you don't you don't dictate what they're able to resell. 100%.

SPEAKER_00 9:34

Yeah, they buy and sell. So um the only other complexity with them, which is recent, is that we've uh developed an in-house sales uh team. And so um leads that we generate from our retail advertising, they come to us. Uh, we if it's in a dealer's area, we will sell that job remotely and then give it to them, sold, and then say, here's this job we've sold for you that we got with our lead, and we collect a 15% commission.

SPEAKER_01 10:03

I think that's super super smart. When did you start doing that?

SPEAKER_00 10:06

Uh last August. So it was recent. Yeah, very recent. And this ensures that it's being handled properly. Uh this ensures that the dealer ends up using our product for the leads that we give them, yeah. Uh, which was a concern in the past, uh, another issue we don't have with the franchises. Um so yeah, that that was super helpful for that.

SPEAKER_01 10:24

And it's also great for you know recurring some revenue and how do you determine, like I understand how you can sell the fence, but um, how do you determine the labor cost? Like, is that an agreement that you have with the dealer or what does that look like?

SPEAKER_00 10:37

I know what most of them are selling for. And so we just try to sell it for a little more than they would have. And you know, and we um it's kind of set costs that uh because we we don't sell uh we don't split it out labor and materials. It's just uh a fixed per foot price for the whole thing. Yeah. And so I know if I'm getting a certain price per foot, they're happy. That's kind of how we do it.

SPEAKER_01 10:58

Makes sense. Yeah.

SPEAKER_00 10:58

Um, so what about how about the franchises? So on the franchise side, um, a franchise pays us a startup fee of 35k, uh, which is almost exactly what it costs us to uh advertise for, recruit, on board, and set up a franchise. So we make a little bit, barely anything, on the franchise setup, which allows us to keep this kind of flywheel going where we can use the franchise money to get more franchises, uh, which is real nice. Um and then from there they pay a very small royalty of 3%. Uh they also pay us a 1% uh brand advertising fee, uh, where we collect that. We we are required by contract to reinvest that money back into advertising nationally. Uh we happen to spend a lot more than the 1% we get on advertising, so that's real easy. Uh we jokingly call this our Super Bowl ad fund. If we're ever gonna run an ad in the Super Bowl, it'd be from that 1%. Um and and then from there, they still have a lot of pool failures. A lot of pool fences, yeah. A whole lot of pool fences. Uh you never know. It's possible. But uh yeah, from there, you know, I think that's really the bulk of it. It's really the royalty and the startup fee. Uh we collect a$25 per week technology fee, uh, which is super standard in the industry that covers um their website and their domain and some other software we run for them. Um and then, you know, we have um a couple of you know smaller fees that if if certain things happen, they get triggered.

SPEAKER_01 12:24

So, how do you track and manage all of these fees? That's that's what my concern would be.

SPEAKER_00 12:28

Oh, that software is easy, it's it's almost completely automated.

SPEAKER_01 12:32

So you handle all the payment processing for each of the franchises.

SPEAKER_00 12:35

No, but they're required to use our the CRM that we've dictated, and we have insight into the CRM. We also have uh full um insight into their QuickBooks. So I can see all their revenue. Um and and yeah, every week uh we have a report that the CRM spits out of what they did for the week, what they collected.

SPEAKER_01 12:52

So did you build your CRM or where does your CRM come from?

SPEAKER_00 12:55

Uh the one we're using now, we built. Yeah. Uh we we started with a different one, which is House Call Pro, is great. Uh, but obviously the one we made for our specific purpose works better for us.

SPEAKER_01 13:04

And so fun. I'm just curious, functionally, like how long how long ago did you build it?

SPEAKER_00 13:08

Uh we just started using it, like in January.

SPEAKER_01 13:11

Is this one of the first um casualties of the AI boom? Um you like lifesaver pool and fence um building their own CRM?

SPEAKER_00 13:19

It might be. Uh the CRM thing is a funny story. We have a uh a dealer who converted to a franchise up in central New Jersey, and it's one of our very few second generation we'll call it dealers. Uh it was this guy named John Conway who did it for 20 years, um, did everything by himself, drilled every hole, installed every fence, uh, built um an almost you know seven-figure business, like literally by himself, uh, him. And instead of hiring, usually what happens is people will hire an installer and then they'll do sales. Yeah. That seems to be the normal uh path forward. He decided he didn't want to do sales. He liked installing pull fence, he hired a salesman. So he hired a salesman and then he continued to install. So it was just the two of them for his whole career, uh, doing you know about a million dollars a year. Um and then he was in his late 60s or he's mid-sixties, and his daughter's uh very long-term boyfriend, we'll call him his son-in-law, um apparently very savvy, very uh, you know, had his own businesses going. And him and his best friend looked at what John was doing and said, we could blow this up. Like, you know, it's just you guys you don't advertise, you don't have staff. Like this could be like a really decent business. So they bought two-thirds of the business from him. Uh huh. Uh, they've kind of taken it over. Um, they have a programming background. Um, they met playing video games, like they're they're just very tech savvy people. So they built a CRM for their business. Uh and uh and the result of it was really good. And they showed it to me. And uh and they're like, maybe other people might want to use this too. And I was like, I bet they would. You're probably not wrong. Um so you know, we spent a few months working with them to refine it and make it better, and um, our in-house salespeople started using it, so we got to you know play with it every day. And uh the head of our in-house sales team literally met with them every day, and it was like, that's what you got to change, that's what we want to see. And so for for months we had this sprint where we made massive improvements to it. And in January, we rolled it out to all the franchisees to switch optionally if they wanted, and almost all of them are.

SPEAKER_01 15:24

What CRM are you on before? House Call Pro. House Call Pro. Yeah. So what like you actually are just um proving a thesis that I have, and that is that I think that with the new software, um the the thing that like the the big software companies miss is they um build this software that is universally um useful. And like when you when you listen to them now, they will say, Well, we have so much lock-in because you know we have um all the intellectual intellectual property around all the use cases that our software is used for, and it's a lot more complicated to build than you think. Um and I think historically that's true, but the difference now is you have a very specific use case for your lifesaver pool and fence company, right? And um nope, no and lifesaver pool fence. Lifesaver pool fence. I'll try not to screw that up. Um, but for but you have a very specific need and use case um that is probably completely unique to you. Right. Um it would have been prohibitively expensive for you to build this five years ago. Um, whereas now, um within a few months, you can basically build all of the things that you need for your specific business. Um, and it makes you a lot more efficient, makes your franchisees a lot more efficient, um, and it's purpose built for your business. It is. Um, and that's what has been unlocked with AI now um that could not have happened before. And I think that that that this is only this you're gonna see more and more companies choosing to do it for the exact same reason that you did.

SPEAKER_00 17:01

Yeah, I think I think you're right. I think you're gonna see a lot more companies building out all their own software, their entire tech stack is gonna be custom made for what they do. Because why not? If you you can have Claude literally build you whatever you want, you know, without probably doing any programming whatsoever.

SPEAKER_01 17:19

I completely agree, but it's I I think that it's so fascinating that like if you were to read like what um public company CEOs, I won't, I won't name name name them necessarily. Um, you know, they they would they would say that what you're telling me is not possible, um, or that you're never going to vibe code um, you know, a CRM for your business. It would never make sense. Um, but you know, you a$14 million a year um, you know, niche um you know, pool fence business already has decided that it makes sense to do it and that and the tools are only going to get easier, but it's because you have the intellectual property for your business. Like you've been doing this for 20 plus years, and you understand the needs um that people in your industry have, right? And you're able to deliver a much better product than any software company ever could, uh a house call pro or service titan. They don't have the intellectual property that you have, right? And so you're actually able to build it um and then ultimately monetize it because um you have your this this franchise relationship.

SPEAKER_00 18:23

Yeah, and I and we're giving the franchises the option. Uh you want you can stick with house call pro if you like it, it's fine or switch. And yeah, one by one, they're all switching, right? Why wouldn't they? Like this one's literally custom made for you. It does all the things you want to do. Uh, it's branded lifesaver. And yeah, they love it.

SPEAKER_01 18:39

Yeah, I love that. Um, you're actually the first person. I've been I've been actually um trying this out on on social media a little bit um and getting some hate for it. Um this is something I'm completely obsessed with this problem. Like within Filterby, I'm spending most of my free time right now um, you know, kind of rewriting a lot of our kind of data systems, for instance, um, to make them a lot more useful for for us internally, um, where we've been kind of using third-party connectors in the past that were kind of clunky and don't really um answer the exact questions we need or like to to um you know to um add data sources and whatnot is a pain. Um and I'm like, well, we can just build this now, and all of a sudden, um, you know, it's making us a lot more efficient. And so I'm completely obsessed with it. But um, I don't haven't met too many other business owners yet that are doing this. But to me, it's so obvious that this is going to happen across every industry.

SPEAKER_00 19:31

Yeah, I think so. I think it's just a matter of time. And you're doing it yourself, you're not outsourcing it.

SPEAKER_01 19:36

Well, we have a uh uh development team. Sure. We have like a 15-person development team that helps me that um you know is very proficient in this and has been hired because they're um, you know, very um very good at what they do and and um um forward thinking. But um I have a development background and um I'm doing a lot of it myself, um, partially because I want to learn what's possible and understand what's possible. Um and I think that one mistake that a lot of business owners make that you obviously have not made, um, is that they um listen to um they listen to other people's opinions and just assume that that's fact or assume that that's true. And there's so much um vested interest by these software companies or by other big companies to keep you from being curious enough to go and explore it. Or let's say they use terms like vibe coding and saying as as like a derogatory thing, like, oh, you're not going to vibe code code a CN CRM um when really um you know a good engineer is um quote unquote vibe coding, which is just using using AI to build software. A good engineer knows how to um do it safely. Right. Um, but you know, every company by these definitions are is vibe coding now. Everybody's using AI to help them with their code. They would be irresponsible not to. Um and I think a lot of people don't have the curiosity to go and kind of figure it out or don't have the guts to go and figure it out. Um and I think that that will change over time, but you're obviously a trailblazer in that.

SPEAKER_00 21:05

You know, I guess there's two options.

SPEAKER_01 21:06

You can either A, ignore what they say, or B, you can be like me and have no idea they said it in the first place, which is Yeah, but I think it probably speaks to what you said before that um, you know, pro perhaps because of your disability, um, you've had to approach problem problems for like a first principle's um mindset of, you know, I don't like you can't just look at how everybody else has solved a problem. You have to go figure out how Eric is going to solve a problem. Yeah. Um, but that that leads oftentimes to unique solutions that sometimes are more efficient than um the conventional wisdom.

SPEAKER_00 21:39

Uh it's funny you say that. Um, you know, Mike's off to the side here and he can tell you it's the number of times um I've been talking to uh a software vendor or a partner we work with. And I'm like, so can we do this? And can we do it like this? Can we you know have this change? Can we get this feature? And they they'll they'll respond back with no one's ever asked for that before. Like no one's ever wanted. Wanted that. I'm like, I think it would be cool. And like, yeah, you're right, it would be. But you know, 10 years of doing this, no one's ever said that. Um, and that that happens once a month, or I get told by somebody like, no one's ever wanted that before, or no one's ever even thought about asking for that.

SPEAKER_01 22:13

You know, yeah, I think it's because of your you're you're uniquely wired um to be able to search for that for whatever reason. And and I think that that's a that's a huge competitive advantage. You know, one one another idea that I've been shopping around, you know, and just thinking about my myself lately, is I um I feel like that the best practices um that were true historically may not be true in the future. Um and what I mean by that is I feel like um because um like historically, for instance, um, you know, it's it's certainly true that high that that buying your own CRM was a better use of capital than building it on on your own just because of the the time, the energy, and the money that it would take to have built it historically was too high. It would be it would have been irresponsible for Eric to decide, hey, I'm going to build my own CRM today.

SPEAKER_00 23:10

Um, you know, just because you know that and then not try and license it out to you know the the general market, right? Right. Yeah.

SPEAKER_01 23:16

Yeah, but I mean but even if you did, like your your the pool of the pool um fence market is not going to be big enough for you to license it out historically, it would not have made sense. Uh but what has changed is that best practice has shifted, in my opinion. And I think that that's happening in a lot of different areas of business and the economy. And I think that's what's so scary to a lot of people. Um, because you know, things that, you know, like team structure, for instance, that would have made sense five years ago may very well not make sense going forward in this new, you know, world that we're in. And I think that the entrepreneurs that are built like you, that have the kind of first principles mindset, they're willing to maybe do things in a way that are different than everybody else are going to be the ones that ultimately win.

SPEAKER_00 24:05

Yeah, I think you're probably right. And I think there's more and more people who are gonna grow up in this environment, right? I mean, everybody who's you know 10 years old and younger right now is gonna live in a spot where they've always had AI, right? And so to to not use it and make it a part of your day-to-day you know entrepreneurship journey is gonna be so for it.

SPEAKER_01 24:29

The the nuanced thing though is that the key is to be willing to look at problems with a fresh pair of eyes and have the context to know um how to how to think about solving them. Um and sometimes that requires an out-of-the-box type mentality. And I think that, you know, it's something that maybe you naturally have. And um I think that it's something that a lot of people are going to struggle with. And the reason I bring it up is I think about, you know, I'm spending devoting all this time to educate education about business. And and, you know, ultimately that's more what this podcast is about. Um, and you know, I one thing I worry about is that, you know, a lot of the best practices that used to be true have shifted some. And I think that people need to be a lot more curious and be willing to experiment a lot more um in the future if they want to be successful, and just like following um, you know, older playbooks may not be the path to success going forward.

SPEAKER_00 25:31

I forget who said it. Uh, maybe you know, maybe you've heard it before, but there was somebody I watched or read who said that whenever he gets a new employee, uh, he listens to every recommendation they have, every suggestion for the first four weeks they're there, like super closely. Because someone with new eyes, with a new perspective, who hasn't been kind of um entrenched in the culture and like, oh, this is how we do it. They ask questions that you know probably are annoying for a lot of people, like because they're you know, questions that are kind of uh buck against the things that oh, this is just how we've always done it. Um but he says, yeah, he he pays particular attention to those employees' you know suggestions and and whatever it might be because they have those fresh eyes, fresh eyes you can't get without being new. Um and I think yeah, the more you can cultivate that, literally either one by hiring new people and listening to them, or by practicing it as a practice. Um, I think, yeah, I think the better your business is gonna be. And uh, I think more and more that's gonna be, like you said, more important because of how quickly the landscape is shifting.

SPEAKER_01 26:30

Yeah, I mean, I think like one of the things that I was in retrospect very fortunate for is like before I got into the air filter industry, I had zero air filter industry experience. So um, you know, I had never been in a manufacturing plant before I basically started my manufacturing plant for air filters. And I think if I had been that I would have um been biased to try to replicate what other people had done or build a similar business model to what other people had done. Um, and I think that if I had tried that, I would have failed. Um, but part of my success is by being is from being naive, ironically, and be and being willing to experiment and try things until I found something that worked.

SPEAKER_00 27:10

It's so funny. I say the same thing all the time because I like to say I think I run lightsaver differently because I've never had a job before. Like I literally never worked anywhere before lifesaver, right? So I don't know what you're supposed to do or you know how employees are supposed to be treated, or you know, because I hear all the time people say, like, oh, nobody does that. Like nobody, you know, buys all their people lunch every day, or nobody provides these benefits, or nobody gives unlimited vacation, which I think is becoming more common now. Or um, and yeah, all this is the random stuff that we do that apparently is uncommon uh but just makes sense to me, but I don't know any better because I've never had a job, right? So um, yeah, it feels just like the right thing to do, and it seems to have worked out so far.

SPEAKER_01 27:51

Yeah, and part of my motivation for doing this podcast is that you know, there is no one way to be successful, there's no one way to run a business. Well, I gotta say, Eric, you know, I probably told you this last time, but I'm incredibly impressed with what you've done and what you've built. And I think that um the fact that you know you you clearly have never made any excuses or you don't feel sorry for for yourself or allow yourself to dwell in that, and you've just gone out and taken massive action and done you know extraordinary things, I think is really inspirational. Um, and I really appreciate you coming and talking with me.

SPEAKER_00 28:25

No, and thank you for having me. This is awesome. I really enjoyed it. Thanks for the insight, honestly. Um, very few people get the opportunity to get advice from somebody at your level. And um, I think it's been hugely beneficial. And um, I'm really excited to go back and start putting into action.

SPEAKER_01 28:38

Yeah. Well, I appreciate it, Eric. I look forward to chat to catching up with you again, maybe in a year.

SPEAKER_00 28:43

Give me a pro you send your progress report.

SPEAKER_01 28:45

When you when you're making twenty percent margins, and then then I'll then then you can invite me to your much bigger part. That's it.

SPEAKER_00 28:51

Love it. Perfect, man. Yeah, thank you. Awesome. Thank you guys.