Optimizing profit with proper staffing
If you’re looking to optimize your remodeling business or cabinet store profits, one of the most important things you can do is make sure you have the proper staffing in place. In this podcast, Mike Goldstein and Dom Rubino from the profit toolbelt podcast discuss some of the strategies and benefits of having the right team in place and the right business systems and processes in place to help your business and profits.
Topics discussed on the podcast about proper staffing during times of employment shortages.
- Why proper staffing is so important to a custom cabinetry business
- How to leverage your existing personnel during staffing shortages
- How have proper business processes and systems in place can overcome a lack of proper staffing
- How a comination of business systems and having the right employees in place will lead to profitability.
- much more
More about this podcast
Hey there, it’s Mike Goldstein with a crushing with kitchen remodeling podcast again and today we are so lucky to have with us Dominic rubino who is from the cabinetmaker profit system podcast and he’s gonna talk to us a little bit about how proper staffing works, why it’s so important and especially how you can kind of deal with this national and even global staffing Georgian, your remodeling company and we’re gonna do all of that just you know, in just a few moments, so get ready, get set and here we go. Are you looking for some fresh ideas to jumpstart your kitchen remodeling business? Welcome to the crushing it with Kitchen remodeling podcast. Your host Michael Goldstein, founder of Kitchen Remodeling S. C. O. The digital marketing agency, working exclusively with kitchen remodeling contractors and also the author of the ultimate internet marketing guy for kitchen remodeling contractors will provide insights on proven tips and strategies from top experts in this space so that you can take advantage of industry best practices. Your host Michael Goldstein joined Mike as he shares his knowledge each week with an insightful interview or educational segment about how to turn your online marketing efforts into more kitchen remodeling leads and sales opportunities than ever before. And we’re back and we are live today with Dominic rubino. Tom thank you so much for joining us. We’re so excited to have you on the podcast. I’m excited to be here. I’m actually glad you’re show exists, wow, thank you so much, appreciate it. So um I know you’ve been, you know, you’ve been around people in the, in the cabinet industry, cabinet builders, kitchen remodelers. People like that for, you know, for years. But tell me, tell my list is a little bit, How did you get into this industry? And you know, what is it that you do for for the folks in the industry? And how can you know, how is it that you help them? Well, it’s, it’s it’s an easy question and a hard question at the same time. First of all, I am a business owner. I’m not just a business coach. You know how some people out there might just read a book and say, well I’m a business coach now. Of course, yeah, of course. Right. I’m not that guy. I’m a business owner myself. I’ve built and sold a couple of businesses and I’ve been fortunate to get them, you know, up into the very nice range, let’s say, multimillion dollar range and sold them. So I’ve reinvented myself at least twice. I’m on my third major reinvention here. And you know it, I love working with contractors. They’re they’re my people, it’s the kitchen table. I grew up at its my comfortable language with my uncles and my cousins is just contracting and construction talk. So ever since I became a business coach and got trained as a business coach. I’ve always worked with contractors as a matter of fact, one of my first woodworking contractors was a guy that made pool tables beautiful. He was a beautiful disaster. There’s so much work to be done there. They make hardwood pool tables. I’m envisioning like a, like a bowling alley, pool table, hybrid custom, like custom custom beautiful pool tables. But you know, I know today we’re gonna be talking about people, one of the problems that he had around people in his company and this was years ago, this was over 20 years ago when the market was easier to find people, but he didn’t treat his people very well. And so he had a high turnover and then he didn’t listen to his people and so he was losing opportunities, but I’m sure we’ll get to that kind of stuff. But that was, that was over 20 years ago. But that was my first first, I’ve coached guys that made caskets and coffins all the way up to architectural Millwork and furniture makers. So basically if it has, wouldn’t it, you’re involved, it’s got wood log playground structures, you name it. And now a lot of our listeners, they’re, you know, they are in the cabinet space or they’re in the, in that home remodeling space. And you know, one of this was a great industry to be in for years and years. I mean a, you know, you’re providing a service that is really enhancing people’s lives. You’re, you know, you’re helping them enhance the heart of the home, which is the kitchen, you know, for sure, but as of recent, you know, really since, since the pandemic started, we’ve had a real issue, you know, just not just in the US and Canada really across the world where people just they can’t seem to get that staffing in place. They can’t get the installers there to to do the work. Um Now have you have you found that with maybe some of the some of the people that you work with and something that you coach or or you know, and I know certainly you know people who listen to your podcast, I’m sure you don’t talk about it all the time too. How do they deal with the staffing shortages and how it affected their company really hard. Yeah. Right now the staffing shortage is the big thing in the industry. Um you know guys like me were supposed to give good um advice have you know future sight and when this whole pandemic hit, I thought oh business is in real trouble. I did not expect things to go through the roof on sales. I did not expect things to get busier. But at the same time we’ve got you know, people who have decided not to go back to work for any reason, we’re not going to talk politics here. Um But then just this sort of feeling of people of a certain age, I’m gonna say younger people who don’t want to work, who aren’t going to work and you know it’s really hard to find people now listen, every economy has its problems right? We we’ve had problems getting sales if you remember the eighties the mid nineties it was really hard to find work at all. Like we as contractors you’re just begging to get a kitchen, you’re begging to get another gig. And now we’ve got a problem where we’ve got lots of work but we don’t have people to deliver it which is pushing out our schedules. And it’s not just us mike as you’ve seen this problem affects all the other trades. So A. G. C. Is pushing those time frames down to us. We’re being pushed back because they don’t have enough people or another trade can’t do what they do and you’ve got cabinets, boxes stacking up in your shop it’s kind of a well beautiful disaster. Yeah. No it really is. You know I find it all so you kind of have to you know two sides of this is you know you have the folks who you know they just they don’t want to go to work. So now you’ve got these big big companies who they simply can’t can’t deliver on all the sales they’ve made. But then on the other end of it because of because of that staffing shortage. Now we have a supply shortage and because the supply shortage you got the smaller guys who they just can’t get supplying at all or they can’t get it in at the price that they need to so they don’t have any work, you know, and it’s amazing that, you know, we can kind of create a marriage here and, and you know, you know, I’ve always been a proponent of, well, why why not, you know, create fractional employees right? Where, you know, you must have five friends who have nothing to do there begging for work, you know, bring them on, you know, when you have small jobs or you know, that you can’t that you can’t do. Um why not? I mean, there’s, by the way, that’s a great point, there’s nothing stopping you from going to the shop teacher at your local school and saying you want to work over the summer come work in my shop. But you just raised a good point. If there’s a small shop listening right now who says, we can’t get supply and we’re not keeping up with sales, then go to a busy shop and take sub work. It’s called trade work. You’ll be as busy as you want to be doing trade work now, you still have to stay profitable. And that’s my show is all about being profitable as a cabinet maker. So I don’t want you giving away your work, but there should be no reason right now, no reason whatsoever that you’re not as busy as you want to be. You know, given your tooling, giving your setup, giving the people that you do have to be able to produce work because there’s lots of business out there and the other people that have a lot of, you know, they’re stuck, they only got certain production capacity, you know, the other part of it is there’s plenty of people who want to work and they, you know, and they just don’t know who to talk to, they don’t know where to turn, you know, and and it’s, you know what, a lot of, a lot of our clients in the, you know, in the cabinet, in the cabinet space and in the, in the home remodeling space, they’ve actually taken the approach of let’s let’s take what has worked for us for years and years, google ads and facebook ads and all kinds of marketing things that have driven in actual leads and let’s turn that into a recruitment platform, you know, so you know, there’s that too and that, that’s that’s something that I think is going to become bigger and bigger. Um, but you know, right now, at the end of the day that the question, you know, I asked, I guess to tell my clients is, you know, why, you know, why can you not perform 20 jobs a month, why you only attend? And you know, a lot of times it really isn’t supply because the bigger the bigger companies, they’ve got the supply, they can, you know, they have everything in order. It’s, we just can’t install, we don’t physically have the people and you know, I guess they produce that you might not have people on the floor or whatever it is installed. Well yeah, I mean, you know, we’ve we’ve got clients who are in the, you know in the cabinet business and they literally are build their building the cabinets. But they’ve got they’ve got the wood, right? They’ve got the machines certainly got the electricity. But what they don’t have is the hands to actually put the stuff through. Yeah. So there’s a couple of things there, first of all, I like your your angle about using google and facebook to recruit people. But that’s that’s one angle the other angle. And usually I’m going to say this the way it needs to be said. Usually guys like this because I’m telling them to go buy toys. But now is your time to get a dowel and boring machine. If that’s your method of construction, I’m not talking, you know, you never come to me about methods of construction, but if it’s time to upgrade your edge bander so that you save half a day, If it’s time to put an oven in your painting line so that you can take your drying time down from 24 hours to two hours if it’s time for the dowel boring machine. If it’s time for those things, this is the time to do it because you save a guy here in an hour there and a half a guy there, right. And now that starts to make sense. The other thing that can happen is, and I’ve seen this with a couple of shops too is we’ve got a high potential for sales, but we’ve got low skilled labor. So if you can get labor but they’re not really skilled, then you might want to think about changing your products, for instance, going to closets, right? Because you’re putting a lot of sheet goods edging it, it doesn’t you’re not doing range hoods, you’re not doing the custom stuff that tends to bottleneck and operation and and sort of squeeze down things right now. You actually you mentioned that that’s kind of interesting is, you know, you’ve got I don’t want to use the word unskilled labor because because they certainly have skills, but you have a lower skill. I mean what is, you know, what is your your opinion of? Can you train these people to to have more skills? I mean, you don’t need to necessarily go out and find people do you have to do this? And then, I mean, originally, yes, you you want to have, you know, a set of workers for, you know, for one set of tasks and set for another set of tasks because you’re so busy. But if you have people and they’re standing around and they got nothing to do because you know, you either you didn’t want to take on new jobs because you have a supply issue, whatever the issue might be put them to work and just teach them something and yeah, you might have to pay him a little more because now they become more skilled but don’t don’t be afraid of that. And you know what we’re saying all this assuming that you’ve got people on your crew that you want to keep around. Of course, you know every every crew got some people who are just a dark cloud, right? Who is it from? Snoopy Linus. Who’s the one that the mud clouds? Dust cloud. Yeah. If you’ve got that kind of person on your team, you know, it’s it’s hard to let that person go because we need all hands on deck. But if you do have somebody who is a cancer in the organization that could be stopping you from getting new people or stopping you from getting the best you can out of your team. And that when some people are listening and they’re going but dom but mike, you don’t understand. And I get it. It’s hard to let that person go. But cancer is cancer and it wraps itself around things and it chokes them. So I know we’re talking about getting more people. But one of the problems that you may have and might have to address is one of the people I have is slowly killing us from the inside. That’s got to be dealt with. You can’t stick your head in the sand. Well it sounds more like you’re talking about optimizing your workforce than than anything, and that’s when you’re, you know, you’re absolutely right. You know, how many, how many times have you dealt with the company who’s doing $1 million dollars in sales? And you say, well, that’s, that’s great. What’s your profit? Oh, well, I don’t know. We’re hoping to make a profit one day, You know, and I know that, I mean you that’s what you do is you help people turn that around and figure out how, you know, how you can get that profit going. Um, but a big part of that generally is there there’s somebody in the organization that, you know, it’s creating a bottle like this, somebody, there’s a cancer in the organization and by getting rid of that. Yeah. But, you know, on the positive side, you’re right, I need to train my people. And, you know, there’s a joke we talked about, I’ve heard in the training industry for years that people say dom what if I train my people and they leave? And then the opposite is true. What if you don’t train them and they stay? Yeah, that’s even worse, right? Yeah. So we do have to train people and there’s systems and processes that you can put in place, that we can all put in place to train people better and train them the way we want things done. But, you know, ultimately you’re gonna have to train some people if you want to grow your business. Yeah. And I think again, 11 of the fears that I hear a lot from my people is that, but if I train them and if I give them a new skill and I have to pay them more and well, yeah, you have to pay them more. But doesn’t it cost more money to hire. You know, if you do, if you’re lucky enough to find that more skilled worker now, you’re paying that more skilled workers and you’re paying the less skilled worker, you’re not putting the more you’re optimizing your overall. I want you to imagine a banker, your bank manager out for a golf game. Can you imagine that for a second? His pasty white legs and those tacky shorts and he’s gone and you’re just about to tee off. And he says, hey mike, what, how many employees you got? And you say all of 10. So he’s not, he’s not asking you how many employees you have. He wants to do the math on what’s your sales per year because he knows the number as a banker that he can do the math easy on. And that number is for every full time employee, you need to have 100 and $50,000 in full in revenue for each full time employee. It’s called 100 and 50 k per FTE. That’s the dry business coach at economist number that I want to give you, but every employee you don’t have also means you’re restricting yourself. You can’t get that extra 150 in sales. Now. Can I do the math on that mike? That’s just it’s real quick. I just want to explain it to your listeners here. Why is it 100 and 50 grand. So it’s very basically and roughly these numbers 50 Ks the guy’s salary. And I say guy, I apologize the human being who works in your shop, man, woman. Right? And for some of you who are employing your Children over summer child, but we’ll leave that, right? So keep it legal. But $50,000 goes to the person’s salary overhead, right? Or or salary approximately. I don’t care if you pay him 35 grand or 70 grand. These are all rough numbers, right. 50 goes to overheads and 50 goes to gross gross profit, yep. Generally. And so if you have a healthy business, you are doing 150,000 in sales per full time employee. That’s the number he’s looking for. And that’s the number we should be looking for. So if you don’t have that employee, you’re also not getting, you’re not able to get that extra 150 grand in sales. That makes sense. Yeah, absolutely. I mean, and it’s I think it’s a standard, you know, with, with most business practices, you know, you’ve got to make three times what you put in. Otherwise you’re out of business. That’s why we have to add profit margin to our work. Otherwise we cannot flick on the lights. I can’t do it. I need to be able to pay my guys. You want quality work so do I. I want to make those promises and I want to be able to build you great furniture and that’s what it’s gonna cost. You know? And the other thing that I think a lot of people have to take into account is that if you don’t have the proper steps staffing, if you don’t have the supply and you’re not doing the jobs you’re gonna you know but you’ve sold the jobs. I mean you’re gonna start to get cancelations and that might be worse than anything because you may very well have put out some money and started ordering products. You may very well have started the process and incurred cost. You may have already spent the deposit maybe you shouldn’t. But I’m just saying it could happen right And then the stress comes home and then the bank accounts right And we’re not supposed to touch that escort straight. Yeah. Yeah. Yeah. It’s definitely one of my favorite books I’ve read I think three times now but he’s been on my show mike mcalary has been on my It’s it’s something that I wish more of my clients would read just because it’s you know you got to take care of yourself first because if you don’t you know there’s gonna be nothing left and then you lose all drive to really do anything. You know, again, go back to my client. He makes $1. 7 million. He has nothing to show for it. Why AM I working? He sells 1. 7 business. The business generates 1. 7 in revenue. Unfortunately, expenses are more so, but solvable. That’s solvable. We can do something with that. You know, that that’s a good place. It’s it’s it’s actually quite easy. And you know, I talked about this, I’m not, you know, there’s eight profit leaks in any construction business. There’s eight places you’re losing money and you’re not losing money because you’re sloppy. It’s just there. But we all ignore things as we’re growing. But as they just pile up over time and it’s like death by 1000 cuts eventually. Right? Absolutely. You know, when you say there’s a, I mean, let’s identify those aid for, you know, for people who are listening because I bet a lot of my listeners, they said there are, I mean, there’s there’s my labor cost and there’s my supply cost. What else is there? Well, the first one’s estimating, yep, Right? So think about, I’m gonna be a little implied here mike, but think about it. Burke, right? You eat green peppers on your pizza and you’re burping for hours after. And so the indigestion that bad estimating causes echoes through the whole company and I like to use visuals because I’m a, you know, a business coach who also likes to have fun and use awkward words. But yeah, like you need to know your I’m gonna look up the document here. So we go through them in the right um in the right order. But estimating is the very first profit. Well, you know, and the funny thing with estimating is there there really is a difference between giving an estimate and given a quote, you know, and a lot of that and a lot of the, you know, a lot of people, they want to hold their contract as well. Used to say when you were here 18 months ago that, you know, and it’s well, things have changed. And the and the problem is where people who get who enter into these contracts and they do that stuff does set aside your contract better have an escalation clause. It because if it doesn’t, I mean, look think of all all the jobs that were sold in 2019 and then, you know what, what happened six months later? Yeah. You know, material price increases and material uh, material substitution. If you can’t get slides, glides, trinkets and trash look at how much. Again, not to get political, but Russian white birch might be tough to get right now. I don’t know why. It just might be tough together. And so we have to have those little clauses in there, right? So those mistakes made in estimating really echo throughout the whole job. And you know, I could go through the list, but it’s the things that you think about, but and you know, it’s what I find is that we all know where the leaks are, but when and just like you mike people know that they need to fix their online persona. Can I just say that I don’t know where to start? I know that that’s not right, That’s not perfect. And I know we’ve got a spelling mistake here, but I’ll get to it later. Nobody cares, right, Right? But it’s all the little things, it’s all the little things and all those little things add up. And so when you systematically go back and say we’re going to fix that, we’re gonna fix that and then we’re gonna fix that. Are you familiar with paul acres? Okay, Two second Lien. He’s a huge name in lean manufacturing for cabinetry. He actually he’s the owner of Fast Cap and then he wrote this book called Two second Lead, Excellent guy. Great, you should have them on as a guest. I’ll introduce you guys. But but he talks, he talks about bottlenecks, you know, in the production process. Now, the one thing that he reminded me and everybody of is that as soon as you fix one bottleneck, you’re gonna find another one and you’re gonna find another one and you’re gonna find another one. So it embraced the bottleneck like look for them and attack them and go, let’s fix that thing, right? And you know that that all comes down to just having the right processes in place. And you know, if if your business is, you know, if your business is run by and and regulated by process and systems, I think that you’re gonna be much better off than kind of just well let’s do it this time this way, let’s do it this way. You know, it’s just it’s not it’s not gonna work out. Um And I do think that that happens when you don’t have the right staff. And I think that does happen when you don’t have the materials or or when you’re when you’re short on cash, you know, any all these little things and those are little things obviously, but things that that come up and you start changing your processes to defend it because well, I gotta I gotta hit this nut here, I gotta hit that one there and it’s and then the business controls you and you’re not in control of the business. And this is where the frustration comes in. You know, we hear about this all the time as business owners. So I want to work on the business, not in it, but if you don’t have the simple systems, but it just gets so incredibly frustrating and then you can’t explain it over the dinner table to your family because they’re not gonna understand you can’t do this because we can’t do that. We can’t do this because we can’t do that and we can’t afford this because we didn’t do that. It doesn’t make you just come home and somebody says how was your day? And you’re like yeah it was fine, it’s fine. So I had a conversation with with one of my clients the other day and we’re talking about bringing in account managers because I said you know you can’t you can’t do all the sales yourself, manage the projects, manage the customer, run the business and all that. So they said well you know that that was a good idea so we can be working on let’s bring in some account managers to help with the sales. And I said great now can just so I can you know I’m just curious, can I see your S. O. Ps. And they said well what? Yeah and and it’s like well do you have any kind of a statement that that the new account manager is gonna follow? Do you have a process so they you know so that they can rinse and repeat. And they looked at me like I had two heads quite frankly. Well they just know they know to do their job and so that and that’s another part that I find you know is again you’ve got to have that system because if you don’t you’re just not gonna be profitable and you’re not gonna be able to follow that, you’re not gonna you’re gonna do it differently each and every time and then and not like that. But people and I don’t mean to be callous but people are replaceable systems are not, you know, I mean, let’s, you know, let’s let’s look at, you know, I’m from the boston area, let’s let’s look at the great new England Patriots and take away all the nonsense and the cheating and this and that. You know what they really are, there was there a process their system they every player they have is replaceable, you know, every All star, every Pro Bowl football player. They have, they went away and they brought somebody else in and they were just as good. Why? Because they were talented. Absolutely not is because they have a coach who has a process and everyone does the same thing. There you go. They have a coach who has a process, this is gonna sound extremely self serving, but you gotta have somebody standing at your side. You know, the the challenge and and the real challenge mike is that Everybody in this business started on the tools. There, there might be a few people here who didn’t start on the tools and maybe it’s a family business, and they you know worked their way through estimating your design and now they’re in the company. But let’s let’s just take the other 99% who started on the tools, they didn’t go to elementary school saying I want to own a company one day. They didn’t go to high school saying I want to own a company one day if they chose to go to college university. They didn’t do that saying I want to own a company one day and here they are owning a company. I can’t tell you how many people I’ve talked to who say, hey don, we’re at two million bucks, we do high end kitchen cabinetry. But when I started, that’s the same van we used to have, This is had that dog when he was a puppy. He’s still with me. Like it’s in the, it’s in this 15 year period that they’ve gone from making their aunt’s kitchen in their mom’s garage to suddenly having a $2 million dollar cabinet shop and they look around and when the doors closed, I’m not gonna swear. But they go, what the heck, I don’t know what I’m doing. Which is totally fair. It’s totally fair. There an uncharted ground they’ve never been in before. And so they need systems, they need to slow down, You know, and, and I, my heart goes out to them, that’s why I exist. That’s why you exist to show people that process. Absolutely. And you know, and it’s not that difficult. I mean, you don’t have to follow the process that’s in the book that you bought a Barnes and noble that you saw on amazon you just have to have a process and follow it and make sure that everybody else follows it. And that’s, that’s kind of the other the other part that comes with systems is it’s all well and good as long as it’s implemented consistently. But if you yeah, and it’s and it is hard especially as you grow bigger and you know, you’ve got 2030 guys on the floor. Sometimes you know, you’re not watch, you can’t watch everybody and if you’re micromanaging, you can have a whole other issue. But so that’s a great point though. The I don’t need to micromanage people. I just have to have numbers that everybody is responsible for. And it’s okay. What numbers production numbers, Right. So the bigger my company gets, the less I have to rely on trusting mike to do something or dom to do something. I’ve got numbers that tracks say how much went through the Edge Bander or did this get delivered or how many install days do we have on site? There’s different numbers, but I have to give kudos to everybody listening to this show because they had a choice this morning. They could listen to a podcast like yours and get this information or they could stick their head in the ground and ignore it. And of all the thousands of cabinet makers in north America in including Canada Mexico overseas. Whoever is listening to the show chose to do that. But most people never choose to do that and they’re just gonna, it’s groundhog Day for them. So at least the people listening to your show are marching forward, it might feel slow. But they’re taking the steps they need to take. Well I think they’re gonna be a lot stronger, you know, when they come out the other end of it too because they’ve they’ve gone through all the trials and tribulations, they’ve figured out what it is that they can do and now and now hopefully they’re implementing those systems, they’re implementing those strategies. You know, whether the staffing, whether it’s systems from marketing, whether it’s systems, you know, for for managing your staff and all that. As long as you follow that you’re gonna you’re gonna be better off for it. Yeah, there’s a saying I learned from some Australians that I used to work with. I think it’s a Turkish thing, but so I’ll do neither of those two accents. I’m just gonna say it normal. I appreciate that. A fish stinks from the head down. So imagine the skeleton of a fish laying there, you know, some cat in the alley prowling around it. You’ve got the head of the fish and then you’ve got the cleaned off spine. What part of that stinks. It’s it’s the head, right. And so if there’s a problem in the business, the reality that we need to face is that it’s probably a problem with the owner and I don’t mean that in a bad way. But all I can do is handle myself, I can take my own responsibility. So those systems you talked about mike, the owner has to put their own systems in place. They have to find a way to stay accountable. They have to find a way to stick with one plan. Can’t just always change the plan for people you got to stick to one thing and then eventually work that into the company and then the next thing and the next thing and it gets easier as you go. It’s hard. In the beginning, it gets easier as you go, wow. No, that’s, that’s really great advice. I mean john you have really just dropped some golden nuggets of knowledge on us today. I appreciate, I know everyone listening appreciates that, but I imagine that a lot of my listeners, they are looking for some help, looking for a mentor, business coach, you know, and if they like what they’ve heard, how would they get ahold of you? I’m so hard to find. No, I’m kidding. I always like, I always joke if you can’t find me, you ain’t looking. Um, so I have a podcast in this space as well, which is why I opened by saying, I’m so happy that you exist because I get questions about online optimization and finding, you know that there’s just a lack of resources. So it’s nice to see a specialist. So I have my podcast which you’ve been a guest on I guess. So nobody should be sipping. What’s that Mike was a blast? Yeah. Well, because we’re talking, we know who we’re talking to and we understand, you know, the general challenges people have and we can tell some stories. But before I say my show name, I don’t want anybody to be sipping their coffee because they’re gonna spit it all over the windshield. It’s pretty specific. It’s called Cabinet Maker profit System. Say that three times fast. Cabinetmaker profits. Cabinetmaker profits. So, and I always joke like that’s a pretty specific focus, right? But I do want to point out that I did not name it the left handed vegan cabinetmaker profit system because like that would be too specific. But all I talked to there is cabinetry, architectural Millwork, furniture makers, people who are doing case work in various forms and that’s, that’s the audience I’ve got across the world. Which is so cool. Right. And do you have, do you have a website as well that they can find you at? I do. It’s called Cabinetmaker profit system dot com. How about that. However, and then we’ve got a facebook group. I’m a big fan of facebook mike used the right way. It’s a tool. Right? Absolutely. It’s, it’s the way to engage with the community. That’s right, yeah. So there’s a group in there where we actually just today we’re talking about what you opened with, which is what do you say when a customer comes back and says, hey, you’ve got this clause in here for material price increases. I don’t want to sign an open ended agreement. Well, there’s some objection handling that. We’re talking about scripted right in there anyways. The groups called contractors Strategy group. And if you find my uh facebook page, which is cabinet make a profit system, it’s easy to link over to that contractors strategy. And you have a second podcast as well. Do you know what I do? We’re busy here. Were there other podcasts? Well, you can see it on my, my jacket here profit tool belt. So this one’s for the G. C. On down. There might be some developers listening, but think of the G. C. Whether it’s ready or commercial and then all the sub trades that cascade down from the G. C. That’s who listens to this show. One of them happens to be cabinetry, but that’s how I started a billion years ago. Well that is you’ve got so much going on. I just have one final question for you and that is you have two podcasts, you have a coaching business, all this going on. Do you sleep? I do? I do. But I’m I’m extremely diligent about time management but we’re holding, I’m having a time management training, you know, this week, because time management is one of those, you know, I get frustrated when somebody says this is the key, this is the one thing, there is no one thing, there’s no one thing in business. There’s a combination of little things, right? And so yeah, I do sleep, but I manage my schedule to the Nth degree. Fantastic, Well done. I want to thank you just for everything that you’ve shared with us today. I mean there’s so much, we really touched on a lot here. I’d love to have you back where we can kind of delve in a little bit deeper with, you know, some of these subjects as well. Um, but for now this was Mike Goldstein, dominik, rubino with crushed it with kitchen remodeling podcast. Thanks everybody and I will speak to you soon.
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