Name: How to Identify, Implement & Monitor Systems in Your Business
Uploaded: 2025-12-04T16:01:06.662Z
Duration: 43 min 12 s
Description: How to Identify, Implement & Monitor Systems in Your Business

Transcript for "How to Identify, Implement & Monitor Systems in Your Business": The operations track is where we turn chaos into consistency. These sessions are all about building the systems, processes, and habits that help your business run smoother so that you can scale without burning out, deliver a five star experience every time, and lead a team that truly supports your vision. Well, welcome everyone to our panel on, effective systems, implementing and running and monitoring effective systems in your business. We've got three pros here today who are gonna talk to us about, the sort of lessons they've learned along the way with implementing systems. I'm sure you all have stories of systems that haven't gone well either. And so we wanna hear sort of the good, the bad, the ugly, and, all your all your sort of lessons along the way. So that's what we're gonna talk about today. I'm Brandon Reed. I'm on the product marketing team here at Housecall Pro, and let's just do some introductions. So, Amy, let's start with you. So I'd love to hear where your business is located, what your role is in it, and, how many employees you have. Okay. Sure. My name is Amy Boatwright, and I'm vice president, co owner of Nobility Door. We are an overhead door business, and we're located in Southeastern Oklahoma. We have three locations in Ada, Kingston, and McAlester. And we have 21 employees at the moment, nine trucks on the road, and we do commercial and residential work. So installs, service calls, everything. So Housecall Pro has been really beneficial for us to get us organized and streamlined and implement those processes. Cool. And how long have you been using Haskell? August 22. Okay. Great. Love it. My name is Ian. I'm an electrical contractor out of Kansas City. I've got seven employees, five vans on the road, and, yeah. Excited to be here. Excellent. And how long have you been using Housecall Pro? Yeah. I started Housecall Pro in 2021. Nice. K. Yeah. So my name is Steve Small. I am the owner of Docs of Denver Clean Inner Restoration. We serve the entire, metro area, and we run about seven trucks. I have seven employees. What we do is residential and commercial, primarily carpet cleaning, but we also offer a handful of services. So we're doing upholstery. We have a fine area rug division that we do in our facility. We have an air duct, cleaning service as well. So really just try to concentrate and, execute on every textile in the home or the workspace. Mhmm. And how long you've been with HouseConf? It's been a long time, to be honest. I would say eight ish years or so. Like, the second I saw it, it was an answer to prayer. So it was, yeah, it was easy decision for us. Why was it an answer to prayer? Okay. Well, because we we were doing triple kit invoicing. So paper, technicians don't always have wonderful penmanship. It was just tough. They'd spill coffee on it after the fact. They'd go missing. So when you're trying to take proper records and stuff's either there or not or it's misplaced or it's, you know, in a crevice of the truck, it was a nightmare. And, honestly, just the software that even back then that they had, it was it was immediately a huge benefit for us. Yeah. That's awesome. That's sort of a good segue to the topic of systems. But before we get into sort of specific examples, I'd love to hear how you all define a system and, like, how do you know when you need one? Okay. I guess I'll go further and get a chance to get a chance. Wait. Just kidding. So we knew that we needed a system, because our baby boomer office manager was using a desktop calendar to book things out. And so we'd get in bed at night, and my husband would say, what? What's tomorrow? And I'm like, I don't know. You're gonna have to go to the office and look at the calendar. So, anyways, that was the big sell for us. But your to answer your question, a system I'm a big process driven person. I believe in process. I think it's important. And so we needed process, and we needed, the pipeline and things of that nature and the schedule and the reporting. So we feel like system is it's kind of our business bible. So if you will, like, it's what holds all of the important knowledge. Besides QuickBooks and my booking information, Housecall Pro just is the holder of all the important information. So So do you, Amy, do you consider Housecall Pro the system, or is it the place where you, like, organize different systems that you have? Okay. So HouseCall Pro is my software that allows us to have systems in place, if that makes sense. So we build systems around what it does. So yes. So we use the pipeline to, like, keep us organized by what's coming in on the delivery truck each week, what deposits have been requested, what lies with each person, and then, like, to build the schedule out and estimates and invoices and all that good stuff. So yeah. Does that help to answer the question? I'm pretty good. Yeah. Steve or Ian, what about you guys? Like, what is a system to you? I'll I'll jump in. I learned, a great definition of systems a while back. It was like a who, what, when, where, why. K. And the good way to build a system is to start at the back end and figure out why do I need this system or process. Where are we gonna do it? What's it gonna be doing? And who's gonna be ultimately responsible for it. And so, you know, initially, that started with a phone script for me, training someone in the office to answer the phone the same way. Okay. How are we gonna do this? We're gonna, you know, sympathize with the customer. We're gonna collect information. We're gonna, you know, try and figure out a time on the calendar that works for everybody. We're gonna summarize, and then we're gonna wrap it all up with we've got you taken care of, and we're gonna get somebody out there. And that was our phone script system. And we try and do them all the same way with a little human element, a little bit of the personal touch. And then we do that for every other kind of process, or role in the group. You know, an electrician that goes to the door has a has a system or a process that they follow, and it's the same. Right? They they park on the street, not in the driveway, and they park in front of the house with the brand and logo, and they walk up the driveway or the sidewalk, not across the grass, and they knock. They don't ring the doorbell. They step back. They give room. They say hello. They look for something nice. All these things. Right? Really down to the smallest detail every time the same way so that we can measure what's working and what's not. Because if everyone does it different, we have no idea what's working. So that's that's my take on it. I loved your comment about the phone script and, like, a system starts with why. Why a phone script? Why is it important? Yeah. What what is what you're doing going to do for the company? So why is a phone script important? Well, we wanna make sure that every customer is getting the same experience. We wanna make sure we're not missing any of the important information we need to collect. So we ask things in a specific order. But first, we want the customer to be heard, so we always address the problem first. What's going on? Oh my gosh. That's terrible. Your power's out? I understand that can be really frustrating. The great news is we can help. Let me get some information, and we'll make sure that we can get somebody out there. What's your name, address, phone number, email? Okay. Here's what I have available for you. I have this time or that time. What works better? Amazing. Well, we're gonna send Joe out. He's an amazing guy. You're gonna love Joe. He's a master electrician. He's gonna get you taken care of. Alright, Jamie. We understand we're there to do this. Thanks so much. We'll be there at 02:00. You're gonna receive a text message when they're on the way. We'll see you then. Bye. Whatever. Yeah. Thanks. Steve, what would you add? Yeah. So for for me, a system is a standard. It's something that can be replicable, and should be replicable no matter, you know, if that person that's working for you is a, you know, ten year vet or a newbie. System is a u is a word that I've been using, gosh, I feel like way before it was super popular. So it's it's what I've loved doing for any company that I've been involved in is to, like Ian said, go back to the basics and really start from there. And to me, what I do is I might create a system and then I'll create a subset and then I'll create a subset. So I'll start general, but then I'll kinda dial it in and get more specific and really just kind of iron out any of the kinks and wrinkles. But, in a in a word, it's a standard for me so that I can tell my staff, this is what we do, whether it's a phone script, yeah, meeting a customer for this first time, even dealing with vendors, people that maybe aren't necessarily clients. This is how we conduct ourselves. This is exactly what we do, And it's an like, one of my other favorite words is experience. So we can have a replicable experience. Mhmm. Doesn't matter if Joe or Tim or Jane or whoever goes out. That person, they might vibe with somebody a little bit more just because, but they know they're gonna get the same standard of technical excellence as well as customer care for each visit. Mhmm. Mhmm. I could imagine a pro like yourselves thinking like, oh, there are there are so many systems to build in my business. Like, we should have one here, here, here, here, here. How do you prioritize where to focus? Sort of your energies around, like, this is the first thing we need to focus on. I think I call those pain points. Like, where are we bleeding? You know, where's the pain point? And then you can come up with a solution to that pain point to fix the problem. We've done that with, like, hashtags. You know? We use a job tag on every job to differentiate what service area the job was in, to differentiate if I've audited yet or not because I'm gonna audit every single job and every single estimate that's on our schedule. So it keeps us organized and everything, but we base those off of need or pain point. K. I I think this is a great question because I very often find myself wondering what's the next thing to work on. There's so many things to work on, and I'm always sitting there going, but what's the one that's really gonna help? Yeah. So, you know, the long story for me is, like, I I don't know what that is necessarily. I I think for me, the the first few systems that were most important was the phone and the tech and the hiring and, you know, our market evaluation. But after that, I think it can be different for every business. And what I've recently been kind of taught and I'm trying to implement is having kind of a running list of different standard operating procedures or systems or processes or things that I want to work on like a brain dump, and then categorizing them and then dating them, like, the level of importance, like, thirty days, sixty days, ninety days. Right? And then assigning who it's gonna go to and trying to make it not all be me. But, and it and what it does is it kind of allows me to look at things, bounce it off off of other people. And, you know, what's important to me today isn't necessarily important to me as much on Friday. So I I run it by other people to to try and be accountable in that in that way. And, so I I don't I don't necessarily know what the next best system is for us. But I think it's, you know, working on getting better systems. I've I've made a few rounds of of the the perfect service call. I've made a few rounds of the phone script. I'm trying to get a really good inventory management system where we stock certain materials for vans. And then after our Tuesday meeting, the tech show up to the shop. They stock what's missing off of their van. The supplier comes and restocks the shelves, and we do it again next week so that it's really streamlined and efficient. And I know that's a very important one for me that's the next step, and I haven't got it perfect yet. I have the idea. I don't know how to to make it happen exactly. So that's kind of what my my next one is. Yeah. I guess kinda just to piggyback, yeah, that no matter what kind of company you are to me, it is to stop the bleeding if there is some for sure. Right? So, but if you're a newer company trying to penetrate an industry, obviously, it's gonna be massively different than a company that's, you know, ten, fifteen years in, really just looking at scaling and growth. So it could be all over the place. I'd say for us right now, it's growth for sure. I feel like we've got culturally and, just systematically just about everything in place. And now it's time to take that next step for growth and specifically for a couple of niche services that we currently don't offer, but I've identified them as as things that make sense for our business to offer for people. And so we need to get technically excellent at those and then start to move into the systems for kind of those new new avenues. But, yeah, like like they were saying, it it can change almost like on a drop of of the hat. But, yeah, for us right now, it's growth for sure. There's, like, one cool story. I'll just Yeah. Jump in on that real quick. I had a friend tell me to watch that movie, The Founder, about McDonald's and kind of the speedy system. And he said, you want your business to be like like an orchestrated thing when they basically went out to that chalkboard and they practiced making burgers and found out where like, he said, you want your business to be like that where you basically practice what it's what's it gonna look like from the customer's experience from the phone call to the to the electrician to go into the house, to collect in the money, to stock in you know, all of the parts and then basically figure out what the best way to make all those things happen effortlessly. And I think that's the goal is to ultimately just keep working on the steps of doing a job, collecting money, making a customer happy. And there's a million things you can do in between to, like, tweak little things, but, ultimately, you need to at least have the vision in the beginning. So And I've learned a lot from the House Call Pro Facebook groups about, like, you know, we don't do the best job at collecting money upfront or collecting while we're on-site. Like, you know, my they won't they don't have to be home for us to come Mhmm. Get the garage door rolling. And so, you know, I just I read and a lot on the I'm in the lady pros group. I'm in the Housecall pro group. I'm in the super pro group. And it's funny because someone will bring up, lo and behold, the same exact thing that I'm wondering how to fix and what process or system I need to create around it. And so I'm constantly screenshotting it and, like, emailing it to my bookkeeper. Like, what do you think about this? So anyway. Yeah. Does any and it's okay if not, but any specific example come to mind? Yes. So, like, we were just working on one the other day where, let me think. We, hold on. It's the I have a screenshot on my phone. You can look if you want. Yeah. Hold on. Okay. No. I don't have it with me. It's in my purse. Hold on. What was it? Because I just yesterday, I was, like, telling my bookkeeper before I left town. I'm like, we've got to get into this. Oh, I know. Okay. Late fees. So we have a big I don't know why in the service industry, people feel like they don't have to pay at the time of service, but they don't. And I'm we are not good at implementing late fees or, you know, maybe offering someone suggested offering a 3% discount if someone pays in full upfront. Mhmm. So I commented on it and said, are you talking about new installs or even service calls? Because, like, in our industry, I don't know how much your total is gonna be until the tech is there and he does the work because I'm not exactly sure what your problem is, upfront. So, anyway, so I just learned a lot of all the different people's, opinions on, you know, offer the 3% discount upfront if they pay in full. And then another person said, if they don't pay within fifteen days, tack on one and a half percent. And so, anyway, it just was it was I was a learning opportunity for me to figure out how everyone else is handling it. You know? Yeah. And in that instance of late fees, do you feel like you have a vision for what a new system would be, or are you still sort of in the figuring it out? I'm in the figuring it out phase because I do not want it to be manual. You know? Like, I'm not I don't wanna have to go through because right now, I think I have 72 people that have open invoices. And so that's a lot to calculate, you know, and be on top of when and some of them are corporations, and so they're, you know, net 30 or net 60. So I will say it wouldn't apply to them, but all the residential service calls, I that's my goal for '26 is I want to implement a process around late fees Yeah. Because I feel like I'm chasing checks. So automation is fantastic, and house call and the different platforms that it integrates with has been tremendous, especially, like, for marketing, reminders, especially Mhmm. Just like keeping top of mind with customers, specials, little check ins, whatever. We've always previously been kind of averse to being we don't wanna annoy a customer, and so there's kinda like you said, that happy medium of, you know, we wanna get that information out. We wanna make sure, you know, if you trust us for this, you'll trust us for that. So there are definitely areas that I I mean, as far as the systems are concerned. Yeah. Unless it needs a human element or there does need to be that kind of monitoring to make sure it's still working how you want it to be. I love the idea of automation. I wanted to just say real quick, I thought, of something kinda as I, was we were talking about the systems thing. I did this exercise with my staff at our last management meeting, and I told them I wanted them to write a system, whatever they thought was most important. It is fascinating what people come up with and what is important to them, what they think, you know, and relative. It's just interesting to get that other end of the spectrum to see what they feel like is important, what needs to be a standardized process, and then not only what that is, but, k, go ahead and write that for me. And I got some pretty pretty fascinating responses. So it also helps you kind of keep in tune with the entire company and make sure, like, you're not just one track, you know, just what I think is the best. It you know, it's always valuable to have that other perspective, and, hopefully, it helped them feel included. And Yeah. You know, I got a kick out of it, you know, honestly. So it was a it was a good thing. Yeah. Was there any moment in that for you of, like, oh, I didn't realize this was a problem for my team? In that particular exercise, I can't think of an moment. But what I think was fascinating to me, and it's something we talk about a lot, is just the very first perception. Mhmm. You have ten to fifteen seconds to present yourself in such a way that especially if it's a, you know, a a housewife that's home by herself and, you know, she's meeting a stranger or two for the first time, put yourself in the best position to make sure that she trusts you as much as you can allow her to and that just initial, you know, experience is like, we're talking about, is the van nicely parked on the street in front of like, in between their two cars in the driveway? Are you presentable, looking nice? Are you giving them space? It really can be a matter of them wondering what's going on or, like, giving you full reign of the home, and that's really what they spoke of a lot in those systems is, like, that introductory process, which I thought was amazing. I feel like I've heard you all talk about systems more related to, like, the customer experience or customer service, but then systems related to running the business, collecting late fees, payments. Are those sort of the right ways to think about systems from your view, or am I missing another bucket? Are those the wrong buckets? How do you think about, like, types of systems? You know, I'm just I'm continuously learning about what systems are and which ones are best for the company. So I think there's a system for every little branch. And there's a million standard operating procedures and processes and systems. Right? They're all kind of related for me. And so, like, you know, like, I have a a process or a system in which, you know, at the end of the month or or the the middle of the next month, we look at last month's profit loss statement. We review our budget. We put in our actuals. We do our marketing spend analysis, and then we redecide halfway through that month how we're gonna reallocate the money. And I expect those reports to me to be given to me at a certain day. Right? And so that's kind of my, cash flow predicting, guess of the future system that I have that I look at around the fifteenth or sixteenth of every month. And that gives me, like, a pretty decent gauge of what maybe the second half of this month and next month could look like. And if I'm on goal, if I'm not on goal, why am I not on goal? So I guess the next step is like, so if I find that, you know, we're overspending on marketing, is it because the marketing channels aren't doing well, or are my electrician's close rates low? Let's look at the close rates. So then I look at the close rates, and if the close rates are below 60%, 65%, well, okay. We need to train on that. Why are they that low? Is it is there something going on? Is it seasonality? Is it is it are we presenting the same way? Let's review how we go to the door again because that's the foundation. So what are we doing when we get there? Oh, what do you mean? She said, like, she wondered, what does she wanna think about? You know, what what is it we can help her think about? Do we give her all the information? So we can go on and on. Right? And so for me, like, those systems are, like, I'm trying to find out if we're doing well. If we're not doing well, why aren't we doing well? And let's look at that, and how do we improve that? And each of those things has its own little microsystem, I guess, it could be. Right? Like, tech training, you know, KPI driven, you know, money, you know, marketing. And and so for each of those and then, you know, there's just that's just like field and and money. And then there's office. Like, what's the office staff doing? You know, what else could I be doing in the shop? Or what's my material there? How much money do I have sitting in my shop that the guys aren't going back for because it's ten minutes out of the way, and it's easier to go to Home Depot. And I'm just allowing it because I don't check the thing enough. And I'm just like, yeah. Just get the job done. And they're like, I gotta you know? But we got all that money in the shop. Yeah. So why don't I have a process for going to the shop once a week? Well, I'm kinda. Yeah. I'm building it. Yeah. There definitely are, I mean, almost like an endless amount of branches when it comes, to everything that you can kind of obsess on. And and so I guess what my typical approach to it is is for me personally, like, I've been in the industry for twenty five years. I've been on the truck many of those years. Thankfully, I'm not really so much anymore. But what my mindset is is, again, kind of thinking kind of from the opposite way is, is it an is there an exit strategy here for me? And even if I'm not looking to sell, what puts it in the best shape for my kids to take it over? God forbid, like, something happened to me, like, my staff, my wife, whomever, to take it over. And if I can have these systems in place, these standards, these replicable, you know, processes in place, and this is what we do, this is how we approach it, you know, on the half month, each month, we go and review last month, whatever that is. It's just a road map for somebody else. And if you if you do obsess and kind of go back in and audit those things and tweak or maybe make, like, little subsets, as long as the way I try to do it, as long as I'm not, as long as I'm putting it in plain terms, it should be something that's relatively easy road map for somebody else to look at and be like, okay. Not a big deal. I can do this. And so I guess the way that I look at it is the more I can do that in all of those different areas, whether it's related to admin, office stuff, you know, accounts receivable, employee centric, you know, discipline, or and or, you know, like, acknowledgement and performance stuff, all of those different, avenues. If I can kind of write a little script for each of those, if I'm not there for a day or for a week or forever, somebody can pick up right where I left off. Yeah. That's such gold right there. It's so true too because that's the ultimate why for a system so that someone else can do right? So ideally, like, you wanna kinda oversee everyone else doing the jobs, but you should actually have to be doing it all eventually as an owner. Of course, in the beginning, we are. Yes. But, you know, those systems are yeah. They're ultimately there to eliminate the need for you to ever teach someone something again. You've created it. There it is. Look at the system. Let's go over. Let's train on it. Yeah. Kinda amazing. This is a great transition to sort of this next topic I wanna hit on, which is getting people who aren't you to use the system. How do you how do you all approach that in terms of, like, documenting it, sharing it, and then making sure it's actually being put to you? That's what I was about to ask. Do you guys do it in Visio or PowerPoint? Do you do, like, a flowchart of if yes, go here, or if we're out of inventory this, go here. I mean, like, do y'all have it documented? Because I I want to, but I don't. Yeah. Working on it. Same. Yeah. Like, yeah, by no means a finished product. Yeah. Yeah. That's that's the goal. That would be amazing for each thing. Yeah. Flowchart would be amazing for every single thing. Yeah. I'm kind of at that point too. I haven't really gotten there. What I'm trying to geek out on is, yeah, having, exactly that, like, a a a documented process of of exactly what to do for the role or the position, and then even having, like, little training videos on it. Mhmm. Just like literally, this is how we place a job ad. This is what we're looking for. This is what we take our candidates. They go here. We do a pre call, you know, and then just walk them through, like and when we ask questions, we ask these same questions every time. And depending on their score, we bring them over here, and we do one day training in person in the field, whatever it is, one week. And and so, yeah, how would I ever know if people are following that? I don't know. I guess you gotta check up on it. We're gonna need a system for that. Monitored. Yeah. Yeah. Those phone calls are recorded. So we can come back and list them. Yeah. So ideally ideally, like, what I have with my hiring thing is I have a checklist. Okay. So that because I've constantly been like, did you do this? Did you send the thing in for a drug test? Did you so there's literally a dummy checklist. Did I send him in for a drug test? Yes, I did. Did I get his ID and and put it in employee file? Yes, I did. Did we get a, you know, driving record thing from our insurance agent to say he's okay to drive? Yes, we did. Did we show him Housecall Pro? Did we enroll him into QuickBooks? And once all those boxes are checked, I can look at it and go, you did a good job, buddy. And but yeah. Mhmm. I'm sure there's other ways. Yeah. So you're saying, Ian, like, sort of teaching your text the systems is sort of part of that onboarding process for when you hire someone new? Yeah. I mean and ideally, like, when we so that's like an a hiring thing. There's there's the office checklist. Did you onboard them with all of these documents? And then when we're training people to go in the field, we have kind of a, like, a 15 list where it's like, have we witnessed them put in an outlet? Have we witnessed them hang a fixture? Did we witness them do this? And there's a score thing, you know, one through five, how they do on it. And then we let them score themselves one through five, and we try and see if we're aligned on it. Like, you man, I hung that thing so good. And he was like, no. You did not. We gotta revisit that. So I am those are two, like, kinda scenarios. And then we do some role playing. You know? Before we send them out, we say, hey. You're gonna come watch me on this deal. Watch how I do it. I'm gonna show you and watch you do it, and then we're gonna let you go do it, and I'll be there to make sure. Mhmm. And we do that two or three times until we feel like someone's ready to take the wing on their own. So that that this is all very helpful because it's sorta like when someone new is coming into a company, how are they sort of getting oriented to everything? What about when you come up with a new system and you wanna, like, roll that out to existing employees? How do y'all think about that? We do that, and we have, like, little management meetings and, like, bimonthly or biweekly. Sorry. And so we have, you know, we we have, like, layers and tiers now. And so, really, no one has more than four people underneath them k. So that it's, like, manageable. Anyway, so when we meet, we go you know, it's like, hey. This is how we're gonna handle this going forward, and this is why we're doing it this way, and this is how you're gonna document that you did it. And so please train your people. And then, like I said, I unfortunately audit the daily schedule every day. And so I can see if they're not uploading the pictures of the stickers on the motors. You know? I mean, like, I can, like, go, okay, Johnny. Your your techs aren't doing the new process. You know? Can you please follow-up on that? So K. It seems to go better that no one has more than four people so that it's just they can the communication isn't as hard. Yeah. I see. Mhmm. Interesting. I, I try to do that as little as possible, and I'm not sure if it's just a function of our industry or whatever, but I feel like it's constantly, like, we have to do this in addition to this other thing. Like like, it's gonna come come with some kind of raise or something like that. I'm like, go into corporate America for one day. Everything changes every day, and you're automatically it's this way from here on out, and you need to learn it. You need to practice it. You need to perfect it. So when I when I roll out something new, I try to really think, like, am I happy with this? Because I don't wanna modify it in a month and be like, oh, sorry. It's like we're gonna actually do it like this. So I I try to audit it myself and really make sure in practice and in theory that it's going to kind of come across as I am intending it to and then try to think of it from a kind of a multifaceted way of, like, how will it be received? Can I make it a little more simple? How can I put it in place so that it's understood but also done? Because that is the thing, like, we struggle with even just push the on my way button, push the start, push the stop. It is so helpful for us if you guys will just do this. It's it's just not something that they prioritize as much as I'd like them to. And with the handful of other functions that HCP has rolled out recently with the you know, well, maybe not so much recently with the authorization for both pre and post job, but also that job scope notes at the very top. Like, use that every single job, document everything. The customer will see that. So if they call a couple days later and they're like, this area didn't come out so great. Okay. No problem. We'll stand behind it. But if we can go and see your notes on that job and what you did, it gives us a couple, like, little bullets in the chamber to be like, okay. Like, I see what he did and what he tried to do to help you out. Yeah. My team is super used to me rolling out new stuff all the time. They're, like, crazy and came back from a convention with a new idea. And, so, I mean and that's the kind of the thing about mine is, like, we're we're we kinda have that culture where we're we're willing to learn new stuff and kinda implement new things. I try and include them and let them know, like, when we do things better, it's gonna be better for you. You're gonna make more money. It's gonna be better for us. There's gonna be less tension. And sometimes it's doing little painstaking details that they don't wanna do. And and and depending on the personality, just hitting buttons is the biggest deal for some reason. I think my last question is, more around you know, I bet we still have some system skeptics out there or, like, process skeptics. Like, what's the what's ultimately the value of the system? Like, I don't have time to do this. How would you what would your response to that be? Like, what's the value of the system, and what advice would you give to your fellow pros out there? Either, like, more at the beginning of, like, they're just getting going or they're more established and and, sort of optimizing systems. I think as you grow, you're trying to replicate yourself. You know, we want everyone to act just like we would act. I mean, act like you're the owner. You know what I mean? Like, present be the face, be the image, get the five star review, care about it, like, have some, you know, ownership and pride in it. And so I feel like if we don't have processes or systems in place where we can teach them and record exactly how we want them to portray our business, you're gonna set yourself up to fail. You know? So it's kinda vital, but nobody really has time. But it's it's it just has to happen to be successful, I feel like. Because we I I we aren't. We can't once you get bigger and bigger and bigger, you can't be at every home doing every service. So you're trusting it to in the hands of other people. So you want them to be trained efficiently. Yeah. A 100%. I think I think a big one for me is that you can't hold people accountable if they don't have a clear process in front of them. If I haven't come to you and said that this is exactly what we expect, then when they're not doing it, you can't be frustrated with them because you never really told them what to do or why to do it or who to answer to or when to do it. So if you don't have those things, it's impossible to have a standard. And without a standard, then you're basically leaving the company to be run by someone else's standard. Mhmm. You know? You know? So it's, I don't know. It's it's kinda like if you don't have a plan, your plan is to fail, that kind of thing. Yeah. If we're not if we're not creating clear guidelines, then, you know, it's just gonna be chaos. Yeah. The really, honestly, the only scenario that I can even remotely entertain would be, like, Vinnie's Auto Repair Shop where Vinnie is the only guy that sees every single car that interacts with every single customer, and he's just got his mental Rolodex, and he never wants to touch a computer, all these things. Like, that's literally the only scenario that I can think of that it might make sense. For anybody else, like, like they were saying, like, if you're trying to replicate yourself, if you're trying to have another employee go out and do the level of work that you'd like to be done, to have that in place is key to, you know, expect and really, yeah, insist on a certain standard to happen. If you've got literally even if it's just like a husband wife team, the accountability piece, it's just it's massive. And it really does, even though it might be a little bit more work upfront. And I know, like, there are times I sit down, I'm like, yeah. This is a lot to kind of get into and think about all the all of the different steps to accomplish this goal. But you just submerse yourself into that, get it knocked out, go back, make sure it's the way you wanna be, the way you want it to be. You can pass that along, and then you're done, so to speak. You know what I mean? So Solid. Yep. This has been great. Amy, Ian, Steve, thanks for your time today. I know, systems are not really like, you're never at the perfect spot, but it's so helpful to hear sort of how you're continuing to build systems and iterate on them. So thanks for sharing your insights. Amazing. Yeah. Thanks for having us. Yeah. Cool. Super good. If you want help building your own systems or want to see how the tools can support your workflows, jump into the breakout rooms. Our experts are ready to walk you through it.