A lot of times someone will look at their p and l and be like, wow, I made $200,000 this year. And then they look at their bank account and they're like, there's 20 in there. Welcome to Jobbers, masters of Home Service, a podcast for home service pros, buy Home Service pros. We're in Las Vegas and today we're talking about CPAs and what's a CFO and do I need a bookkeeper? We're going to talk about all that stuff today. I'm your host, Adam Sylvester. Today's guest are Paul Mascal.
And Megan Schumann. Welcome to the studio guys. Thanks, Adam. Paul, why don't you introduce yourself and tell us who you are, what you do, and how you got. Here. Yeah. I got here actually by a referral from Phil Richer with Flash Marketing. He's a big fan of Masters of Home Service podcast, so I offer outsource or fractional CFO work for companies in the trades. Great. Awesome. Glad you're here. Thanks, Megan.
Yeah. I own a plumbing company, top tier. We're in Wisconsin, and I have been a jobber user since 2019, and so we do plumbing, drain cleaning, septics, and well systems. And my background is I'm A CPA. Right? You came from this world. Too. Yep, yep. Came from this world. Love this world.
I think this probably has the most stigma out of anything we talk about in business, in small business is the difference, the dance between the bookkeeper and the CPA, the CFO and fractional CFOs and all these little things. No one really knows what we're talking about. Let's put the cookies on the bottom shelf for our listeners. And first of all, let's explain what is the relationship and what are a bookkeeper, A CPA and a CFO? I. Have a plumbing world analogy for this. So the bookkeeper,
I would say is your laborer. So you tell them to cut the pipe 20 inches long, they're going to cut it. They know how to do the data. You give them the task, they're going to process it. They're going to do it. The CPAs are the journeyman plumbers, so they're the ones that know the code. They know how to do it legally. They know how to make sure it's done correctly. Your CFOs are your master plumbers. They're the ones that know the code.
They know how to do it, but they also know how to think outside the box and they know how to get something done maybe in a difficult situation, different difficult job site. So I like that. And I mean, every business needs all three, in my opinion, hundred. Percent. The bookkeeper and the CPA, they're doing everything in the past. So bookkeepers taking all your transactions, what happened? Where does it go? How do we account for this?
So that way then the CPA and the CFO then have that information to do their job. CPA is still looking in the past, unfortunately. Most CPAs, all they do is compliance work and they say, Adam, here's your tax bill. Here's your four quarterlies. We'll see you in 12 months. Make sure you pay it. Make sure you pay it. If you don't, I'm not in the hook because you signed off on it.
Whereas the CFO comes in and actually takes that data to do forward thinking projection strategy and really be the financial guide for the business so that way they can start to achieve their financial goals, create cashflow, and ultimately build the wealth and build the business they're looking for. Okay, great. So bookkeepers, make sure that all your metrics and all your financial, your income,
your expenses are all in order. Your CPA helps you with taxes for the most part, maybe some other things, and the CFO helps you project the future. Anything else you'd add to that? Yeah, I'd say CPAs, if you have bonding requirements, they'll help with that. They'll make sure you're hitting any of those things. Audits. If you're a big enough company and you need to be audited, if you need compiled financial statements, they'll do those reviews.
Business valuations too, if you would need that for buying, selling, divorcing, those kinds of things. Yeah. Okay. Great. Okay, so bookkeepers, what makes a bad bookkeeper and what makes a good bookkeeper?
We were talking about this before at the show, Adam. I think unfortunately, 98% of bookkeepers are really bad at serving clients in the home service industry Because in my opinion, every bookkeeper out there needs to be an expert in the businesses or at least the industries that they're serving.
Whereas if your bookkeeper's also serving restaurants and they're serving e-commerce stores and maybe they're helping the guy with the food truck and they're doing your plumbing company, they probably don't know how your chart of accounts should be set up. They probably don't know how to depreciate certain assets. They probably don't know how to set up your balance sheet, to be honest,
just because they're not an expert in it. Unfortunately, most of the business owners I talk to, they say, yeah, I dunno. My bookkeeper handles all that. And it's like, well, what does your p and l and balance sheet look like? I don't really know. That stuff doesn't make any sense because it doesn't make sense. The bookkeeper doesn't know what they don't know either. So unfortunately for anybody out there listening, I would really look to start having those conversations with your bookkeeper to
see if it's, you've probably had 'em for a while. You started your business, someone at the Chamber of Commerce or BNI or someone said, Hey, you got to get a bookkeeper. Go talk to Joe. Or it's the first person you hired to answer the phone.
They answer the phone and they also do the books. They take out the mail, they clean the bathroom, they do all these things, but they actually don't know accounting and a bookkeeper, actually, to what Megan said, they are the ones, once you tell them to do something,
that's what they're going to do. But if no one's telling them to do anything, they're going to do what QuickBooks told 'em to do when they open the account and said, oh, all of your payroll just goes in here and you don't need to worry about your field labor. So I'm sure she can elaborate on that, but that's my opinion.
I work hand in hand with bookkeepers every day and it can get really frustrating when the business owner doesn't have the data they need to make the decisions that they're looking for. Yeah, there are some fantastic bookkeepers out there. So we're not batching bookkeepers to be clear.
I have friends that are bookkeepers, but industry specific is really a key thing, whether that's your bookkeeper, your CPA or your CFO, you want them to have had exposure to the industry that you're in because there are just little quirks in every industry. And it's not saying that they cannot transition to new industries, but maybe they need some continuing education, maybe they need some more training to understand. Before we keep going, let's talk about the question.
A lot of our listeners who don't have a bookkeeper yet are asking, do I really need a bookkeeper? Let's talk about that because gosh, I made this mistake early on and I really wish I hadn't. What would you guys say to that person who's saying, I'll get a bookkeeper down the road? No, you need one. You need one right away. I think working with tradesmen, they're fantastic at what they do. The vast majority are not good at record keeping. That's not their strong suit.
And so you need to find someone that is their strong suit because the mess that you can create and the money that you will lose by not having it, you, you need one. It will far outweigh the cost. And I would echo that. I see a lot of business owners, they just make all their financial decisions based on how much money's in the checking account. Like, alright, there's 20 grand in there. I think we can do this. I think we can go buy that truck.
And to the point of you need one right away so you have that clean record as you start to scale when you want to go buy vehicles or you want to go buy equipment or you want to go lease a billing, they're going to say, Hey, can I see your p and l? Can I see your balance sheet? And if you send them a couple of Google Docs or Google Sheets, they're going to be like, yeah, you can't scale now.
You're probably trying to have to put it on your personal credit and do all these things, which makes it a lot harder to achieve the goals that everyone started their business for a reason and it's going to be hard to achieve those goals if you don't have that bookkeeper in place keeping track of everything that's happened. Yeah, I have two businesses and I think I spend less than $500 a month in bookkeeping.
And so I think it's well worth the dollars and cents that it takes to have a good bookkeeper because here's the thing, it's just like a rubber band. It'll expand as you grow, and so you need to start now, but if you try to get a bookkeeper when you're hopefully pretty sizable, the rubber band's just going to break. You're going to feel broken because you wish you'd started five years ago, so you really want to start now. So it just grows with you gradually.
Instead of being like, I need a bookkeeper, let's go back five years. Basically you're going to do all the work, eventually do it as you go instead of looking back for years and years. So bookkeepers, that's one thing. What about CPAs? Yeah, so CPAs are unfortunately that necessary evil a lot of times. So everyone has to pay taxes and typically that's what you think of when you think. Of C. Well, about TurboTax though, just go out and TurboTax. What do you think about TurboTax versus A CPA?
You certainly can, but I think again, having that professional that understands the industry, that understands some tax planning, you can pay a lot in taxes that maybe could have been planned out and maybe avoided or there is a thing called tax planning and I highly recommend doing it. And A CPA is what you can use for that.
Yeah, so I mean, when you're looking for a CPA, similar to what Megan said, there's kind of two different ones, probably similar to bookkeepers, but there's ones that'll just do compliance work that we talked about. That's your TurboTax, whether it's TurboTax or it's a human that's certified public accountant, that's all they're doing is you see 'em at the end of the year, you give 'em access to QuickBooks, they say, Adam, you owe this much. Here's your four quarterlies. See you in 12 months.
If you can find somebody that does tax planning, tax strategy, there's a reason the tax coded is the way it is, is because everybody in Congress doesn't want to pay taxes either. They're making a lot of money. The more money you make, the easier it is to implement a lot of these tax strategies. So when you can get that CPI on your side early, they can grow with you. They know all the nuances of your business, they know all the things that you can take advantage of. It's not illegal.
It's them being knowledgeable of what's going on in Congress, what's in the tax code, and what can your business do in order to mitigate that? And then that flows into what I do is helping them with cashflow that helps cashflow significantly. So then you can scale. Okay, so CPAs and bookkeepers, we talked about that. Let's get into CFO, chief financial Officer. Let's also get into a little bit of fractional like what a fractional CFO is, but what does A CFO do differently from the other two?
And why do you think businesses need A CFO? Yeah, that's a great question. When I talk to a lot of people, I tell 'em what I do the first time. They're like, I already have a bookkeeper in CPA. So using a car analogy, a bookkeeper and a CPA, they're looking in the past, they're in the rear view mirror, they're looking at all the things you drove by, all the toll you paid, all that kind of stuff. Whereas a CFO, A good CFO is guiding you to your destination.
So a lot of times we as business owners, we have these grand plans when we start our business. I don't want to work for Megan anymore. I'm going to go do my own thing. I can do it better, I can do it more efficient, whatever it is. And then within two weeks, our number one goal is survival. We have no clear destination. We don't know what success looks like. So what A CFO does is figures out what does that success look like, what does that destination look like for the business owner?
Everyone's got different goals and then uses all of the data that the CPA and that the bookkeeper put together to then do forecasting projections. And if you think about using the car, we're looking through the windshield and where the GPSA really good GPS is going to tell you where there's detours, where there's roadblocks, where there's delays. So when you have those forecasts and projections, you can get ahead of cashflow issues.
There's a lot of business owners out there who all of a sudden in their mind, we just don't have any money. Well, that thing probably started six to 12 months ago. They just didn't know it because nobody else is doing it for them. And they're thinking, well, shouldn't my bookkeeper handle that? Or shouldn't my CPA pick that up? That's not their job.
They didn't sign up to do that. So in my opinion, that's really what A CFO does is really helping them create consistent, positive cashflow being their financial guide. So their business can not only get onto track, but stay on track. Because a lot of times people are like, well, I'm doing really well right now. But yeah, when you're doing really well, you still need somebody guiding you, holding you accountable, and getting you to ultimately where you want to go.
Let's add some color to that. Do you have an example of, because you said it's all about helping the business stay cashflow positive and managing their cashflow. Do you have an example to give to our listeners who may still have a pretty theoretical understanding of all this? A concrete example of this happening? So I work strictly with companies in the trade. So we look at, just to get into the details a little bit, one of the big things we look at is gross profit.
So gross profit for people that don't know what it is, gross profits not how much money came in your business. That's revenue. A lot of people hear the word gross. They're like, oh, that's before net. So that's all the money that came in. This is where I get frustrated bookkeepers, because the books usually aren't set up for the business owner Who know what their gross profit is. So for those listeners out there, gross profit is revenue that came in minus all of the costs that were associated
with delivering your service. So if you own a plumbing company, it's going to be all the cost to actually be out in the field delivering that plumbing service. The main two things are labor and material, but there's a lot of other things that get missed that might not be associated in the right category. Small tools and equipment rentals permits a lot of different expenses.
When we know what our gross profit is, we at least then know the money coming into the top of the business is the right money at the right price, because if our gross profit's off, we know that our pricing model is broken, then our pricing model is broken either because our material's broken, our labor's broken, or we are just not pricing properly. That gross profit is a huge, huge thing to watch. And the bookkeeper isn't going to watch that.
The CPAs aren't going to watch that. That's what the CFO is going to start. You start with that gross profit, and then you can drill down into the other issues, like Paul said, finding what the problem is, what's broken. I had a friend who sent me his p and l plumbing company actually, and I was like, what's your gross profit? It's not here. And he was like, what do you mean? And I was like, send this back to your bookkeeper and have her fix it.
And about two weeks later, I gave more details than that. Two weeks later it came back. I was like, ah, finally, I can see what your gross profit is. And so that totally aligns with my experience too. A lot of bookkeepers don't even set up your p and l so you know what your gross profit and your net profit is at the end of the day.
I think a good CFO too is not just going to give you that information, but they're also going to, so as a business owner, you don't have to be an expert in accounting, right? That's why you have people to do it. But a good CFO is going to help you understand. They're going to give you maybe a dashboard, couple metrics, couple things that you can watch and you can understand thoroughly, oh, that's starting to become a problem. Hey, Paul, can we look at this? I think there's an issue here.
So a good CFO will help you understand a little bit more about the business. This is a great conversation. I want to pause for a moment to talk about jobber. Megan, when it comes to running your business and having a healthy business, how has Jobber helped you make sure that your business is continually running healthy? Sure. Everything is in one place in Jobber. It helps eliminate a lot of errors that can happen. If you've got 12 spreadsheets that are monitoring one thing,
you have everything. All your time is in there, your materials are in there for us. Jobber goes directly into QuickBooks, our accounting software, and it's just a huge time saver and helps, again, eliminate those mistakes that can happen. Yeah, I mean, going from pen and paper to jobber is a world of difference. So if you're using pen and paper, you should stop and start using jobber today. New users can exclusive discount at jobber.com/podcast.
Start using jobber today. I want to ask you guys a question. It might be an oddball question. I really want your opinions on this. I've thought about this for myself a lot. What happens when you have a client, Paul, that you're looking at the numbers as a CFO, and you're saying, well, this last month wasn't very good,
so I'm projecting a bad month next month, for example. And they say, well, and they list all these outliers or all these things that don't usually happen, or, oh, well, three payrolls this month has said too. What do you do with all those? Do you just say, I don't care? What do you do in that situation? I'm curious. You can't run your business on exceptions, but there are exceptions, but they're not. There's patterns. What do you do with that?
And really when the numbers don't lie, so when we run our business off emotion and ego, we get stuck. So most business owners have that feeling in their gut, something's not right, but they can't tie it to something, whereas the numbers don't lie. It's like you don't feel good because money's going out of your bank account because your gross profits offer your overhead's out of whack or accounts receivable, which means people owe you a lot of money isn't where it needs to be.
So there are exceptions, however, humans, especially business owners, especially business owners of their own business, which is their baby, will always make an exception for why there's going to be a thousand excuses. In my last company, I had right above my desk, it said, your excuses only sound good to you because they do. If someone's going to come with an excuse like that, but someone else out making it happen. So if someone else is making it happen,
you can make it happen. Let's stop with the excuses. Let's throw our ego out and understand we're not where we need to be, but we have the data, we have the information, we have the guidance to get to where we want to go if we get rid of the excuse mentality. I had that situation in my business, so my husband's the master plumber. He is very emotionally tied to customers. We had done work for a contractor for a long time, and the numbers were telling me it's not right. It's not right.
Drill down did some job costing on that customer. We were losing money on every single job we did for him. And so put that into black and white, showed it to my husband. We make more if we do not do work for him. So we either need to adjust our pricing or we need to not do work anymore for him. And so you need to be able to separate the emotion from the numbers. Paul, how job costing's a great example. Megan, how involved should A CFO or a fractional CFO?
We'll talk about that in a minute. Be involved in actual job costing. Exactly how much? Yeah, and I think it's a case by case basis. I would say going back to what we talked about bookkeepers, my recommendation since I just specialize in the trades as well, is your CFO should know your industry. They should know roughly what should be the gross profit. What's the drivers of your gross profit? What's the drivers your overhead?
What marketing strategies work in that industry? So me personally, I'll do some job costing for people if they're like, Hey, can you take a look at this? If I'm working with a landscaping company, we priced out this job. We've been doing work for this guy for years. He builds 10 homes a year, we love him. And to Megan's point, it's like, yeah, but it's not working. So my opinion on small businesses in general, your friends should be the ones paying full price.
They should be the ones supporting you. I don't know where this thing came from of friends should get discounts. If you really love your friend, you want their business to succeed. If anything, you should pay more. So doing favors for friends, that friend's going to be really upset when you're like, Adam, sorry, we're out of business. We ran out of money. If we were to just charge you twice as much last 10 years, we'd be really good at like, man, I would've totally paid twice as much.
Now I don't have any money to do my landscaping. So job costing super important. I'm not going to do all of it for 'em because I'm working more on strategy, but I'm also going to do at least a couple of those things to get a good idea of what's broken. So then we can really work on the. Strategy. Then you would be willing to help your client if they had questions about job costing, but you're not doing that on an active recurring basis, you would do other activities?
Correct. And I'll show them how to do it. We'll create spreadsheets for their business of, Hey, here's how you do job costing going forward. Depending on the type of business, if it's more, here's how you do job costing, it's more service-based where it's like you really have a price book of, Hey, this is how much it is to put in this type of water heater, or this is how much it is to put in an EV charger. That's more price book.
It's like, Hey, let's figure out the inputs into your price book, and then you can really build that out yourself. Once we figure out what does our material need to be, what's the markup need to be? What's our labor need to be? So it's kind of a case by case basis, but I want to guide them in the right direction, show them how to do it.
But going back to what we were talking about earlier, I want them to be kind of empowered and educated and really understand the financial health of their business so they know when something's wrong. They can be like, that makes total sense. Let's talk about fractional CFOs. What is a fractional CFO? Yeah, so if you think about A CFO, probably what most people think of this is what I used to think of.
So I used to work in finance, lived in Chicago, wanted to make it to the top story corner office, be the CFO briefcase suit, all that kind of stuff. And that was my vision of a cfo, probably most people the same thing. Someone on Wall Street, somebody in a bank, somebody for a Fortune 500 company. What I realized I would say really kind of in the last year is I was always the fractional CFO for all of my companies. I just didn't know that.
I just thought everybody like numbers. I love numbers. You're a business owner, you should take ownership of your numbers. And as you get into it more, it's like, no, this person really loves plumbing. They don't want to know any numbers. They just want to know if they're financially healthy and if they're not,
what do they need to do to fix it? So most companies aren't big enough, they don't have enough work, they don't have enough money to pay a full-time CFO because you don't need a full-time CFO. So what a fractional CFO does is helps you on a fractional basis, depending on how big or small your business is to give you the financial guidance you need to make sure you're on track financially, all the things we talked about, but on a fractional basis.
So that allows me to serve really the people I love, say 1 million to 10 million in revenue. So I love working with, that's where we can turn a couple levers and make a really big difference. And those are the people I've worked around for so long versus full-time CFO, probably 20, 30, 40, $50 million company that has, they're probably doing some accounting and some CFO work, but that's really, in my opinion, what a fractional CFO should be doing.
And when you're educating that business owner about their numbers, that's where you don't need them all the time. You can't afford a full-time CFO when you're in that 1 million to 10 million range. But then they can help you with project-based things too. You're going to be able to identify those triggers of something's not right. Okay, I got to call Paul. I need him to take a look at this for me. Another question. Our listeners by nature are trying to wiggle out.
They're trying to wiggle out of the category that's good for everybody else, but I don't need that because of whatever special circumstances they have. So I'm trying to talk to them here for a minute. What if someone said, Paul, I got tons of cash in the bank. I just got tons of cash. I'm not really worried about cash flow. We're good. Lots of cash. Plenty of cash. What would you say to them? So I would say, what's your plan to do with that cash? Okay, I was. Just going to.
Say, you've got to get super concrete on your goal, and there's this balancing act of profit versus growth. So if you want to continue to scale, how are you going to manage that cash to continue to scale, to not be in a cashflow crunch? So if you're doing $2 million, you want to get to 10 million, cool, you got a lot of money in the bank,
what's the best way to invest that to get to 10 million? Now, if you're at $2 million and you're making 20, 25% net profit, tons of cash in the bank, debt free, keep doing your thing. There's nothing wrong with that. I think a lot of times we kind of fall in the trap of listening to podcasts, looking on social media of, wow, they build an eight figure business. Oh my gosh, they're doing $50 million. I want to do that. But it's like, do you really want to do that or does it just sound sexy?
So there's plenty of people that I love and work with. I just want to get to four to $5 million where I don't have to be here every day and we've got cash in the. Bank. So that's what I would say to that person. Yeah, I think you really need to identify what your goals are and your CFO needs to understand what those goals are as well. So I think that's really, really important because you can make just as much money, sometimes grossing 5 million as you can, 10 million.
It just depends on the business and what your goals are. I want to make sure that we really hit this idea home. So CFOs are really geared towards making sure we have good cashflow. Are there any other metrics in that GPS analogy that you use, Paul? Any other metrics that our listeners should expect to get from their CFO if they decide to hire one?
Yeah, so what's driving cashflow is that's really the main thing because a lot of times someone will look at their p and l, be like, wow, I made $200,000 this year. And then they look at their bank account and they're like, there's 20 in there. Where's the other ladies? So really understanding where is that cash? What's causing your cash flow to be good or to cashflow to be bad?
So I look at what I call the drivers of cash flow. So to keep it super simple, we already talked about gross profit, so we have our cost of goods sold, cost of service, whatever you want to call it. And then below that, the main three drivers are going to be your overhead. So what does it cost to keep the lights on every day no matter what, if you did $0 the next month, what's your overhead? What's your payroll?
That's not in the field? So if you have CSRs, if you have dispatchers, you have an office manager, what's theirs? And then what are you spending on marketing? So those are the four main, in my opinion, to simplify financials, which I like to do for business owners. So they just really get a good idea of the four main drivers of your profit as far as the expenses go is your cost of sales, it's going to be your overhead, it's going to be your payroll, it's going to be your marketing.
Why do you separate marketing? Because then I want to see are we actually getting a good return on that or is there an opportunity to start spending on marketing or can we not spend on marketing because something else is broken?
So a lot of times we don't spend on marketing because, well, we are a one man band and we stayed busy enough and we haven't updated our pricing model since I was turning the wrench, so there's just no money left for marketing, and I can't go charge with that guy's charge, and that's insane. So looking at the drivers of profit, those are kind of the four main things. And then obviously at the top of that bucket is the money coming in and what's
our average ticket? How many jobs are we doing? That kind of stuff. I'm so glad you said that because the last several months actually, I personally have been wondering if I didn't spend any of this marketing budget this year that I spent this year, next year, would I still make the same revenue? I think that's a legitimate question for us, and I've just been thinking about that.
I don't really know how much impact our marketing is really doing, and so I'm going to do a huge audit at the end of this year to see what we're doing, because I'm curious, maybe we can still do or maybe even close the same revenue, but save 90 grand, dude, that'd be kind of nice. Right? That'd be nice to have 90 grand back. And so I'm really glad you said that, Megan, to close us out.
Why do you think it's important for our listeners and business owners in the trades to make decisions based on numbers and actual reality and metrics and not our emotions or our ego? Sure, sure. Yeah. I think tradesmen are really proud group love tradesmen, and I think there's just so much emotion that can come into, I've done work for this customer for this long. I've done work for their grandfather, for their father. I mean, it's a long line. I can't just not do,
or I can't raise their price. No, can't do that. They won't, right? They won't use me. I think you just need that outside person to be able to help you understand, Nope, this is what it looks like. This is what the numbers show, this is what you need to do if you want to hit this profit. I think it's just really important to have that outside person being able to tell you, because when you're in it, it's really hard. It's really hard to see.
Well, that was a really helpful conversation. I got a lot out of it personally, so I'm going to boil it down to three actionable items here. Number one is you need to make your decisions based on metrics and numbers and not emotion or ego. Number two is you need to hire a specialized bookkeeper who knows your industry today. Don't wait any longer. Get one today. And number three is know your gross profit and remember to include things in there you may not think about. Did I miss anything?
I think one thing that we should just clarify too is that CFOs, fractional CFOs, they also could be a CPA certified public accountant. So a lot of times certified public accountants are working in certain industries doing tax work, then they might transition into the CFO roles. So don't think that you don't have a good CFO if they also happen to be A CPA. It's. Not disqualifying. Or anything. Correct. Yep. Okay. Yeah, and it's really becoming more popular in that your CPA knows your business
fairly well already. So if your CPA comes to you and says, Hey, I'm doing this outsource CFO or fractional CFO opportunity to help you with cash flow and know your numbers, that's totally fine. Going back to as long as they're familiar with your industry and what kind of drives everything with the industry, there's no issue with that at all. Okay, great. Awesome. Well, that was a really great conversation. I really appreciate you guys being here. Megan, how do people find out more about you?
Sure. You can find me on top tier plumber.com. We're also on Facebook and Instagram. And then for me, you can go to the blue collar advisors.com, go there. There's free pricing calculator. You can schedule call me, email me, whatever works best for you guys. Bro, I love that. Thank you for your time and thanks for being here. I really appreciate it. Thanks, Adam. And thank you for listening. I hope you heard something today that will make your business healthier and help
you make better decisions, off numbers, and not emotion. I'm your host, Adam Sylvester. As always. I'm at adam sylvester.com. Your team and your clients deserve your very best, so go give it to 'em.