Level Up Your Business with Sara Frasca
Level Up Your Business with Sara Frasca
How Can I Master Business Efficiency and Stay Ahead? - Featuring Facundo Tassara
In this episode:
- How to master business efficiency, stay ahead, and never miss a beat
- Strategies for business owners to keep track of projects, tasks, and to-dos so that they never skip over what's important
Owning a business is a challenge. Knowing how to keep innovating in your business is an even bigger one. Join restaurant owner, motivational speaker, and innovation expert Sara Frasca each week as she guides fellow business owners in taking the next step to level up their business. If you've ever pondered hiring a business coach but want a sample first, come along for the adventure!
Send us a message to join the show for free business guidance: https://pointnortheast.com/contact-us/
Sara Frasca is the founder and owner of Trasca & Co Eatery in Ponte Vedra Beach, Florida, an experienced and engaging motivational speaker, and the CEO of global business coaching firm Point NorthEast.
You're listening to level up your business, the podcast where we talk to hardworking business owners and leaders and help them solve real issues in real time. I'm your host, Sarah Frasca restaurant owner, keynote speaker and business coach. I've spent my career not only in corporate America, but also as an entrepreneur, carrying on my family's legacy through my restaurant. Now a business coach and consultant. I'm helping other businesses to use creative problem solving and innovative thinking to drive lasting change. Stay tuned to hear some inspiring guidance that will help you to level up your business. Go. Alright, here we go. You guys. Welcome Phoksundo to our little podcast or point northeast podcast. Thank you very much. Nice to be here. Thanks for being with us. So if you would, will you just share a little bit about your background, and then Mike and I can do the same? Sure. So I started in automotive by accident. My family has a mechanic shop in Northern Virginia had a mechanic shop in Northern Virginia, they sold it. And I needed a part time job in college. So started there and stayed in the industry that I thought I would never be involved in, and have been from private from a family owned business, I opened the body shop, I started detailing shop, I sold those I moved into government fleets, I was the director of fleets there, and then got recruited by depending on who you ask if you ask somebody in the government fleet sector into the dark, to the dark side, because I went to the private side and started working for tech startups that are have a lot of technologies that focus on government fleets. And the reason that I joined the tech startup world is because there are some super smart people on the tech side of the world. But they know nothing about please. That's where I can. So I started working for a company called fermata energy. About eight years ago, when I transitioned. It was me and I was the third hire, it was me two other guys in a whiteboard. And here's for my energy. And here we go. Right. And now they're they're doing really well. They created a bi directional DC fast charger, which unloads energy from an electric vehicle pushes it back into a building. And then I moved over to a company called revenue technologies, where I am now we created hardware and software that go inside of tire that can alert fleets in real time when they're having a problem with time. So, you know, a lot of people like well, there's indicators in the vehicles that tell him that, yes, but a lot of times drivers, particularly fleet drivers don't care. That's why they have to know at a kind of central level. So we created that technology. And yeah, we've been off to the races here for the last four years. Well, thank you for keeping our roads safer. That seems like a pretty, I would say, like, necessary component. Absolutely. It's interestingly, the here's an interesting little fact, you know, when you guys get in your car, and you have the little light thing that says your tire pressure is low, that's mandated on light duty vehicles, not on the heavy side. You can imagine if you have a flat tire in a vehicle driving down the highway on your, you know, SUV, maybe not a huge deal on a car, but you know, on a on a truck carrying garbage that's going, you know, weighs 60,000 pounds, that could be a bit of a problem. Yeah. Yeah, I mean, I'm thinking back to all the times, you know, doing road trips as a family where there's like a tire that has exploded and like the remnants are all over the road, and people are dodging it. And I mean, it's a I can imagine a pretty dangerous thing to have a tire that's not being monitored. So Yep, absolutely. Yeah. Yeah. Wow. Okay. All right. And so you live in my community. And that's how I got the chance to meet you. So thank you for that. And thank you again, for being on today. So, you know, we both live in kind of this Northeast Florida area. It seems like the secret is getting out as to how special this little zone is. Yes. It's how long have you been here? By the way? I thought you said you weren't gonna tell anyone about what living here how special this area is. No, I'm not saying that. I'm not saying the name of the area. I think we've only said Northeast Florida. So that's right. Yeah, I wasn't saying it either. Coming to Florida, yeah. No. So I've been here for what five? Just over five years. What about you? It's great. I've been here for 12 and I love it and I'll never move. And Mike also lives in Florida but on the other side of Florida. West Coast, West Coast, like West Coast, East Coast. Which, so where see Sarasota, just south of Tampa. Near for about 12 years as well. So nice. We would often go to Siesta Key when we lived in Virginia. Hey, yeah, right. Cool. So I think as you well know, our idea with this podcast is to help business leaders, business owners, to kind of propel them forward. And so the question that we want to ask you today is what's keeping you up at night. And so I'll give you a minute to think about that, I would say, you know, our premise with point NE is to hopefully help every client take their business up into the right. And that means kind of, you know, incremental improvements over time that really helped them to scale or to grow their revenue, or to grow their retention, or to have a better balance. A lot of times people are, you know, they've started a business, whether they're the actual founder, or they've been a part of the leadership team. And the scaling has kind of gotten so out of control, that they're no longer doing the things that they love, the things that they do the best, or they just have an unmanageable unwieldy, you know, business. So our goal is to help folks like yourself, and so if you'll indulge us with your answers to those questions, our job live, and in the moment is to try to help you solve those challenges. Mike's chuckling because I don't ever want to know ahead of time, it's like that's the fun of this. What fun would it be if we knew ahead of time? So we're ready to prepare, ready? Okay, I'm ready. What keeps me up at night. And he's literally has actually, I've had a couple of nights where I woke up, like at three in the morning, and that thought is in my head and can go back to? So it's Did I miss something important? Right? So did I miss, you know, as a tech startup, which, you know, we're definitely going like this. With new customers coming online? You know, did we miss something in their implementation process? Did you know technology is fantastic when it works, but it doesn't take much for it to knock it down. Right? So it's what, you know, do I have all of the resources functioning right now to alert me to tell me that something's not right with this customer. And it could be any number of things, right? It could be just something as simple as that truck has a tire that has been driving down the road, and it's got all of these warning bells, and nobody's doing anything about it. Why? Or it could be, Hey, I forgot to set up this customer with an email alert, maybe it's my fault. I think that's probably the number one thing that that would keep me up at night, because it's, you know, there's a lot of things going on right now. And I would guess like many businesses, it's sort of like, you know, you add to the system, you add to the puzzle, more and more pieces, but you're not necessarily taking away it just like gets to be more and more and more. So there's probably a lot of components that you have to remember. Yeah, I mean, I think it's the most of the way that these customers are set up the same way. So now it started getting me thinking about, you know, how do I as Head of Customer Success, kind of start to break up the way that we're doing things? You know, one of the things is, that I started thinking about is, we need to have one dedicated person to nothing but implementation over the course of, say, 90 days, right, and, you know, all of these things have to happen during the course of 90 days, then you have a customer success, whatever you want to call them manager that's in charge of all these, you know, checking in with with these fleets and doing, you know, quarterly or monthly reviews. Because it's the only way that you keep your customers engaged, what happens if you know, their, their portal is not looking okay, it doesn't our technology. One big problem in the fleet world is that there's way too much data, there's, there's too much like, Hey, I'm gonna throw a bunch of data at you. But it really doesn't tell you anything, it's just a bunch of data, you gotta go figure it out. I want to be the opposite of that. I want to, I want to say, hey, you've got this truck with this problem, right now, or you've had this problem for 15 hours. And here are the implications. So, reason I share that is because you don't necessarily need to see user activity on our portal to make sure that they're engaged. But if the condition of their tires isn't great, then something's going on. Right. So I have a follow up question on that. So when you say what's keeping you up that did I miss something? Are you talking about? Potentially, I forgot to call someone back. Are you talking about part of the implementation process or we're a combination of everything? All all gal? Oh, yeah. Just says that there's so many coming in. Then it's what do I you know, did I forget to set up that email for that person? Did I I forget to check in with this person, whatever the case might be, it's just, there's only so many spreadsheets that you can track everything, you know, HubSpot or whatever. Okay, so that was going to be my next question was just kind of what systems are you using? Are there? Project management, software, emails, text messages, like what are the communication and organization systems? Yeah. So the way that we primarily communicate with customers or automated reports or alerts in real time when they happen, assuming they're taking care of them, great. But then we also have a customer health score that, that I helped create, which is, you know, you're looking at their portal, and it's got a series of tires that have a certain condition or people haven't logged in, or they're having not doing this, then that score gets worse. And then that's how we know checking in with them. You know, hey, you haven't looked at this particular vehicle in a while or, you know, that kind of gives us a little bit of an idea of how to check in with with them. The place that we keep all of this is HubSpot in terms of the notes, right? We don't have a Customer Success program that helps us centralize all of the key customer success metrics. At the moment. That's kind of you know, spreadsheet here, notes here notes somewhere else. That's one thing that I think we definitely need to improve on. Any things that and I'm not as familiar with HubSpot. So that's, I may have some questions that are like dumb questions. But for someone who knows that this would be easy. Did they have like checklist, like the opportunity to build a checklist in HubSpot? I think that there are different checklists and things that you can do. I haven't used them yet. I mean, it's a pretty good tool. Much like, I imagine a lot of folks that have set training is probably needed a little bit more on our end, on my end, in particular, to make sure that we're utilizing all those things, but I would assume they do. Okay. I have. Oh, go ahead, Mike. No, I think you know, and I guess I was I've used HubSpot, HubSpot years ago. So I don't know if it's maybe a ground but from from my recollection, it was a customer acquisition marketing tool for for basically bringing that client in in the door, not necessarily taking care of that client once they were here. Right. Does that changed? No, no, I don't, I really don't think it has. I think it's primarily a, just like you said, it's a customer acquisition, making notes along the way, I think there's probably some hack that you can do to create a list to help you with the customer success side. But I don't think it's a customer success software. I know that they have a lot of plugins that you can use. But we don't have that plugin, Customer Success specific at the moment. So I have and I don't know if this is controversial or not. But I've used HubSpot had great success with it. We moved to a different platform, which is a series of programs that that integrate with each other, and it's called Zoho. And so HubSpot is a very is a great tool for what it does. What I like about Zoho suite have a ton of 40 or 50 different programs that will work together so you can actually use this as an operating system for your entire business, it has sheets and forms and project management software and checklists and all these different things so that the work will automatically flow and you can create those, you know, those automations like this score gets below x, we're going to notify this client and and build in all of those safety traps. There may be I'm not I'm not suggesting you switch your your you know, your proprietary program that you have invested but there may be some some use in either picking up some of the zohore or XYZ platforms to help you build those those processes. And then the second thing that I haven't and I don't know that I have much of this because full disclosure is I wake up at three o'clock in the morning all the time with with crazy ideas. So if we solve it, I'll be sleeping in. But the bigger I think the other thing is time blocking. So you know what happens and from being an entrepreneur, you're you're working on something and then this you know, you get pulled in a million different directions and for me that's what it always keeps me wondering like did I Did I forget to do this? Or do I forget that, especially when you're doing a critical task like with client, you know, implementation. So, time blocking, getting used to putting your, your phone in, do not disturb and saying, Look, I'm going to complete this project to its fullest extent, before I go there. Sounds like fantasyland. But for me, it was a necessity, especially when you're doing something that has, you know, real, real downside if you get it wrong, or if you leave a piece out, you know, again, I we have an automotive next week of race cars, and all sorts of all sorts of things. So, especially, you know, I'm in the middle of doing something on a race car, the last thing I want to do is have my phone go off. And you know, for somebody who needs Did I forget to put this back together? Right? So I've actually not that I've ever successfully been able to multitask. But, you know, thinking you can, but now more than ever, I tried to actually keep myself from trying to do multiple things at once, right? Because just like you said, the importance of taking a mature if, if I can share this, but I can just share a major national brands that we're working with, we're deploying, and they have a bunch of each individual sites, that's one that I don't want to drop the ball on, that's been primarily 90 95% of my time. I try to focus as much as I can, like you said, I'll maybe turn off like we use Slack, I'll turn off slack messages, because it makes a really disturbing noise. So I'll turn it off until I can complete a particular task that I know that I need to get done today. You know, because I think there's this book out there called stolen focus, I heard a some conversation that he was having on, I think it was like NPR or something like that. And he was saying, you know, if your phone, if your phone Grubb goes off, and you have a text message, and you're working on something, and you look at the text message, it takes you something like 15 to 20 minutes to get back to where you were, and just multiply that a few times a day, you've got a huge, you know, completely inefficient day. I'm sure it happens to all of us. I think it's versus as I'm getting older, it's it's I think it's more like an hour to get back to where it was. Once Once you lose focus, it's so hard to you know, really pick it back up. And then I think there's some some tools like, again, Software wise, Asana was a was a free project management tool that we use, and was really good for checklists, especially for I was in the fleet business for a number of years. So you know, having a CDL driver go through their, their vehicle properly and make sure they're checking their vehicles. And, you know, the point that you made about, you know, the vehicle that has dual real wheels, no one is ever checking that inside tire pressure. Yeah, and if you put the hoses on, so you can connect it easier. It's just you're guaranteeing the leak, it's going to be a nightmare of a process. That's always scared from a like, non fleet person just driving on a highway like this is, every time I talked to picudo I'm more and more convinced that they need to mandate that these big trucks have this device because it's just scary. Okay, I love the time blocking Mike, that's really good. And I need to do more of that, you know, the checklist has been invaluable in my world, I would say not only with point NE And with our kind of our coaching of clients, but also for condo. And Mike, you both know that I own a restaurant. And you can imagine I don't spend a lot of time at the restaurant any longer. So making sure that things are getting done has to be documented, it has to be kind of systematized. And so, you know, I think we've developed a pretty good system and a really good set of people. But I'm gonna mention one system that a little business up in Ann Arbor, Michigan used that I love and whether or not it gives you an idea or you want to use any part of it, I think, you know, that's up to you, of course, but they had this is a restaurant based business. And they have a lot of different entities up in Ann Arbor. And they have like a two sided checklist. And so if you come in and you're just an everyday, you know, individual contributor, you're checking everything off, and when it's done, you flip it to green. And so like the very bottom and the very top have red and green. And again, this is a very physical thing, because I'm talking about kind of a brick and mortar restaurant, but maybe there's an application. So you check off like yeah, I washed the windows and I did the bread or whatever has to be done in that facility. And then you flip it to green. And so then the manager or the supervisor is in charge of making sure that all of those forms are green. And so they have to actually pull them out and double check everything keeping it green before they can put theirs to green. And so like the general manager or the owner or whatever, like, you can kind of see how the layers of people are checking the checklists of someone else. And so I think, you know, this is kind of my personal philosophy, I never want anything, especially when it's safety related to be reliant on someone's memory. I mean, it's like, that's the worst case scenario, because if someone lost their cat this morning, or their grandmother was ill, or whatever, like, they might not be in the right mind frame, to remember that the oven has to be turned off, or the door has to be locked or the knives have to be put away. I mean, I'm, again, using safety things, because I think we can all relate to kind of how important that is. But if you've got the checklist, then they don't have to think they can, you know, think about their artistry of serving their guests, or doing the things that really matter, making sure that, you know, the artistry of serving, I guess, is my point is done perfectly. But they don't have to remember that they have to hang the aprons over here, and they have to do the light switch at the nighttime and make sure, etcetera, etcetera, etcetera. So the TDM is taking care of the redundancy, I think is another good point. So I'm like kind of a little bit concerned, like who else is thinking of these things on your team, I feel like you've got a lot on your shoulders, like thinking of all these things, who else that's a part of the team can be a part of that burden with you. And whether it's people below you, or people above you, or a system that holds it in place, like I would want to make sure that like, you know, these are, these are things that can be documented. And double check that you don't have to be the sole person with all of this weight in your backpack. One other one was, as you were talking came to mind during the meeting, we just had a meeting recently, we did an exercise called the mind wide, which is, I don't know if this is proprietary information that I'm putting out there. But it was really, really, really beneficial. Because we sought to three minutes, wrote down everything that you're thinking about. And that became my my to do list and I found I find that to be maybe a really good tool for I still am working on that list. Got to do it more often. So you get three minutes, I didn't do it, like 40 seconds, because there's too much stuff. But anyhow, making making a list might might help you proactively, you know, in the morning, where you're where you're writing things down and just reviewing that, you know, or adding to it as you're going through. I know these are these are kind of elementary, you know, scenarios. But ultimately, you're as you're building the company, it's going to be, you know, leveraging technology and you know, documenting those processes, so that there is nothing left behind, you know? Yeah, I really like that. Can you guys hear me? Okay? Yeah, yeah, I really liked the idea of what you were saying your manager in the restaurant, but you had several checklists that they are the something that they turn green. And then once those functions are done, then then they can turn those green, I'm just thinking about for us, when you're having a site deploy. If somebody else is managing them coming online, or whatever the process is, or whatever the steps that we have to go through, then it's just one way for me to know. Yep, that was done. And now they're ready to move there. You know, the function, you know, the, maybe they're past their implementation stage. Did you lose Hakuna? Or is that just me now we can move on from over here. Now these religion okay. Do you throw us for? Yeah, just say that part over again. Okay, so I was saying which where did I freeze? Left? Left? Oh, I did this. Okay, put your hand over there. Okay, right here. Oh, you know, what I was saying was moving from one list to another. So like, if you've completed the implementation, and then you have to go to, okay, now we have to bring in the Customer Success Manager. And they're gonna go through setting up the quarterly reviews or monthly reviews or whatever, or, you know, check ins with this person and check ins with that person, they can move from one list to another, and you just start a new list, but it's kind of an ongoing list. You know, we work with a lot of law firms, and they have specific software for this. So it's kind of like Rest assured, if you're a client of a law firm, they've got you covered on these things because the software holds their hand. So what I was going to describe for you, and if you have any interest, I'm sure we have a client that wouldn't mind showing you kind of, you know, a blinded back end so that you can see what this looks like. But I was thinking when you become a client of a law firm and they know you know, different components, the system is pinging the lawyer to say, don't forget to get the medical records or the police report or the one Ever. And so the person no longer has to remember everything because the system again holds their hand. So I'm kind of wondering if you know, like a HubSpot plugin or something has the type of project management that would get you through these stages. And, you know, it's like, if you wake up at three in the morning, you just glance and now you know, like, okay, everything's done. And then pretty soon you can trust the system, so you don't have to worry anymore, or your customer support manager doesn't have to worry anymore, because, again, the system has got all of the components. That makes a lot of makes a lot of sense. Yeah. Yeah. And you know, one of the things that this is like a new topic, but I'm excited about this is that, you know, you want to incent the right behavior. So, if your team or your clients need to do certain things at certain stages, you give them an incentive. So it's like the old you know, carrot versus stick philosophy, like, you could give people a carrot to get them to go a little faster, or to do something, or you could give them a stick, which is a consequence for not doing something. So for example, in the scenario of an employee, or of a client, you might say, like, Hey, if you get all of these things done by x date, we will give you 5% off your next month, or 5% off for the rest of the year something or for your employees, you get $100 bonus or something like that. And so, again, the idea is, how do we maximize everyone remembering and getting everything done. And I'd love to get it again, off of your back and onto the kind of appropriate areas because you shouldn't be babysitting clients to do these very important things. Especially when you can give them a small carrot or something that makes you know it easier or better for them could be Amazon giftcards, could be discounts could be extra bonus options to their package. Yeah, we've thought about we've we've actually done like, something we've been working on is one thing is like a friendly competition amongst your peers, or fellow customers, like, hey, this fleet is performing at 93%, right or whatever, you know, you're at 89. And you might be in the same facility. Like we have a lot of Amazon customers. And so these two Amazon customers might be in the same facility as Amazon DSP, like the vans, you see driving to your house, or your houses, you know, we see those, we have our technology on some of those. So, you know, if they're in the same facility, I get an opportunity to talk a little trash, right, have a little fun, like, Hey, I met whatever. That's one way to do it. But then, you know, I mean, the idea of, the more involved they are with different parts of your solution, the stickier it becomes to them. Absolutely, you're empowering them to care, right? They're either incented to do it or disincentive to not do something. So I like that. And what I was gonna say, I think once once you once you organize these scenarios, for me, it's the cup is only can only hold so many can only hold so many things at the top of your, your conscious as far as what I need to do, once you clear that space up, it allows that creativity to come up in your you're able to transition from working in, in the task to being working on the task. And that's where, you know, you're you're much more effective. I love that. Remember, so going back real quick to my, the mechanic shop that I started working in, it was a really nice shop and it had two levels. I was telling the story. So it's so downstairs was like the main office and then upstairs was like the owners office like my dad's office, he never used it. And then we had like another room for like the technicians where they can like change and have lunch or whatever. So I learned from a camera who shared that exact thought with me working on the business versus in the business, right. So every time I hear that it takes me back to the shop of I remember I started using that office and like because for example, you can my dad, everybody loved him. And you know, he was he was great, you know, they would bring the their vehicles to the shop all the time, they would trust him. And you would you could ask them, what's that person's name? What's their car? He would know everything. You could ask him. What did you pay for a gallon of oil? He has no idea but he could sell a million of them. You know, so I think that that difference of working in on the business versus in the business. Yeah, yeah. I almost would love to see you it along this vein, you know that it becomes other people's and I'm going to use a term problem but I don't mean that to be completely negative. I mean, like, how can you put this on the other teammates of yours as well as on the clients and again, you're doing that through An incentive or a disincentive, like, and then you become the second checker, right? Like, and then you're coming in behind them and it becomes, Hey, how can I help you get 100%? How can I help you be sure you're never missing anything. And so you are their safety net, rather than having it be there a little bit of your safety net, if they remember great right now, but really, ultimately, the buck stops with you, I would say how do you flip that model so that it's their responsibility, and you are in service to them to come in and try to coach them and help them and there's an incentive, and you are the kind of the helper, not the ultimate person that's responsible. So, okay, I was going to switch gears a little bit to the part where you said, there's too much data. And I don't know that I have a fix on this one. But I would say, we, again, we just met with a client that Mike and I absolutely adore. And they're amazing. And they have so much data. And so, you know, I think the you know, the kiss philosophy that keep it simple. Sarah model. Yeah. So, um, I think, you know, the more we can distill things into the simplest form, the better we'll be able to understand it, relay it, have others understand it, etc. So, I mean, if you're able to rise above and kind of work on the business instead of in the business, I mean, the analogy that I think is used in traction is the book Great Book traction is, imagine yourself on a deserted island. Imagine that, you know, the cabana boy or girl brings you a lovely beverage, you've got the little umbrella and you have no internet access, no phone cell service know anything, you have no way of knowing how your business is doing. Except for once a week, they bring you a little piece of paper, and it has key facts on it. And it tells you whether your business is doing well or doing poorly. So what's on that piece of paper? Is that the revenue is that the number of new clients is the retention of your team is that the number of people coming to your website, like what is on that piece of paper. And so it's got to be simple, right? Like, one to seven facts. And that's how you start. So like distill it down, make it as simple and, you know, concise as possible. And then, you know, the facts kind of waterfall through the organization. But for the customer service, or customer support customer health team, it's probably you know, five things. And so really distill it down. And those key data points will tell you more about your business then loads and loads and loads of data, which just give us almost analysis paralysis, right. That the term paralysis by analysis, anyway. So keep it simple, Sarah. I'm not very smart. I just keep it simple. No, it's okay. Can you guys hear me okay? Because, uh, your audio was choppy. But I heard I heard everything good. You guys can hear me. Okay, good. We can hear you. Yeah. So are you saying, so two sides to that to the customer, or in totally for us what we're digesting that's coming from the customer? Well, I would say bolts. I mean, I would say anytime you feel like there's too much stuff like too much data, right? You got to keep it simple. And so it could be the top five facts for your customers. And then they can drill in and get more information that they need. But maybe that you know, kind of like alert thing is simple enough to say like, you've got red, red light alerts, or you've got yellow light alerts, like they have to be attended to in the next week, or you will be into the red category. For our teams. Exactly. So the way the way you described, it's hard to get you off, it's exactly the way that we characterize a lot of things, right? Red, yellow, green. The problem is, is just to give you an example, the way that tires work, especially in a large truck, if the temperature drops, so we'll the air pressure, and it can go past the threshold. So if you receive an alert for every single one of those tires, and the question is, which one do I do first? You know, so we do have ways that we're starting to filter some of those things out in the way that the customer receives it, for example, we'll sum it up on a record on the next morning, as opposed to giving them an individual alert for everything because that just destroys an email. So yeah, I mean, doing that, I think has really started to help cut down on that data overload, right and the way that we present it to them. That's something you know, and it's interesting because a lot of customers especially with this is somewhat new to them this live tire management. They're like no, yeah. Hit me with everything. And then they're like, Please make it stop, right? Because there's so much. And so and I mean, I've had conversations with folks before. They're like, No, no really hit me with everything. And I'm like, Okay, I'll look forward to talking to you in a few days. You know, because we'll have to change the settings. But, but yeah, absolutely. You know, keeping those, those those basic sets of things. You know, keep it simple, Sarah. So, yeah, doing that. I think that, you know, I definitely, that'll definitely, and when we've been doing, like I said, we've been doing a lot of that, actually, because it's just especially with the newer customers that have, you know, 1000s of tires at their one facility. And so it's like, you know, imagine getting an alert for potentially one of those, you know, or even half of those, you know, 500 emails, right? Yeah, yeah. Yeah, I mean, I would say, as the system gets an, I don't pretend to know anything about the tire pressure sensors, but it feels like it should know if the tire pressure is going down. But that's because of the temperature. And it's not a red alert. It's just like a, Hey, we gotta keep watching this or something. I don't know, that do that. Well, so sort of. So the thing is that, you know, I love I need to stick you in a room with some of our engineers to have that conversation. Yeah. So here's what's really important. Here's what's really important, right, is that the tire doesn't care whether it's ambient related, or it's actually a leak, because the tire pressures, what's actually carries load. And if it's overloaded, that's when the tire can explode, potentially. And so, but then it's just a matter of, okay, well, I have 1000 tires, I have some that are leaking, and some that are just slow due to ambient sort those for me, that's the one like that's what we're working on in real time. Yeah, let me help you better sort that. So if I need to hit a magic button that says, hey, I've got one technician available that can do five tires right now. Which five isn't needed? Yeah. No, that's amazing. Because I'm thinking like, you know, it could also sort like, hey, this tires location is in Miami, like, that's why the tires hot, or the tires in Minnesota, northern Minnesota. That's why the tires cold or whatever, like it could, anyway, yes. Put me in a room with your engineers. I would love that. I would love that. That'd be fun. For Kuno, this has been helpful for me. What do you think? Have we premiere? For my Yes. I want to know Yes. of some of your challenges. Yes, I really liked the I have this visual. I'm a visual learner. So as you were describing that green, you know, turning things green, and then somebody else turning things green, because then they're responsible for overseeing that. I had a visual of what that looks like, you know, one of the fun things about having a company full of engineers and techie guys is that I'm like, Hey, I have this idea. Can you build this for me to like, Yeah, hold on. And so that's something that and here's actually where we're, we have to really think about it as the guy, you know, some of my colleagues have 100% the ability to build something like this. The problem is, is that takes time away from stuff that they're building for, for us. So then it's like, Well, I'm sure there's an app for that somewhere. So let's go find it. So yeah, I mean, I think just, you know, just that one key takeaway from me, it's, like you said, it's fairly simple, but I really hadn't thought about it that way. So you know, I think that's one key takeaway for him. Great. And keep it simple, sir. That is trademark and copyright by the way. Okay. You can use it anywhere. I will charge you a quarter each time. Yeah, yeah. I forgot to mention there's their copyright. Yeah. Well, truly, thank you for trusting us with your your business topics and challenges. And hopefully you get a little bit more sleep and this isn't waking you up at night. So only a few times. Um, okay. All right. Oh, goodness. Okay. But we'll check back with you and see if it's helping. Very good. Good. Thank you as always for being a part of this with me. Thanks for having me on. Yes. Phoksundo. Thank you. Both of you. Enjoy our beautiful Floridian day. See you around the neighborhoods. Bye guys. Thanks so much for tuning into this episode of level up your business with me Sara Frasca. If you will have a problem in your business that's keeping you up at night. Please join us in a future episode so we can help get you unstuck. Just clicking the link in the show notes and send us a message Please remember stay innovative friends
