Wake up, Buy Here, Pay Here people. It's a beautiful day. Go grab yourself another cup of joe and say hello to Jim and Michelle Rhodes on the Buy Here, Pay Here morning show. Take it away, you two. Happy Friday! Good morning from the basement studio. Oh my goodness, I did it again. She doesn't know her own strength over here. I don't. I'm dislocating my microphone stand. We're good. We salvaged the show. We salvaged the show. It is Friday. It's been a busy week. I'm ready for the weekend. I know all of you dealers out there, some of you you're just, you're heading into some busy times. So, yeah. Had two V-Eight meetings this week. I'm telling you, you have a few dealers who are kind of out there just trying to figure it out on your own. You don't know what you're missing. And even ones that like, we've got some dealers in there that have done, that are in twenty groups, have done twenty groups, and it's just like a really different way to connect and compare than they've experienced. They're not used to being able to bring a beer or a glass of wine to their buy here, pay here meeting. Yeah, we were just talking about, yesterday, about some, I get, would you call it swag or merchandise? And so we were, you know, coffee mugs, makes sense, because of the morning show and all of that. And I said, we should do beer steins and have them available for V-Eight members, too. Because that would just be funny. I know, well, it's, okay well if if that sounds like a good idea let us know yeah yeah um yeah so we're just kind of batting around ideas about that kind of stuff so it was it was a fun conversation it's like I was kind of focused on sunglasses we could do I was focused on things that could be at their desk but I don't know that a beer stein makes a lot of sense do people use mouse pads anymore I don't think so. I don't know. I don't know. I don't know either. I mean, yeah, I don't know. Most everybody's laptop and it's just finger pads and all that kind of fun stuff. So what announcements do we have? We got three upcoming events. We got on Sunday starts in Atlantic City, the Mariota Convention. Tommy Brandes has lots of stuff. I'm hearing about that on social. Yeah. and uh and our guest today is in that region so you may have some insight on that then you got october second through fourth is the lhph summit in san diego and then october fifth we learned is fiada florida yep so those are kind of the calendar events and then uh Got a couple more V eight. We'll have a couple of meetings each week for the next couple of weeks on V eight. So just folks that are regardless of your account size, you still have room. And we got one of the two of our groups that are one hundred to five hundred. I think you're down to one seat in each group. So we definitely want to make that. And if they miss that, then what that means is we've got to wait until we get four more people. We wait till we have four people committed before we start a new V eight group. But yeah, But otherwise, yeah, just reach out if you want to get involved in one of those. We're having some really, the data is accumulating and the wealth of information there is just building. We talk about that all the time and it's like, oh my goodness, Jim gets, you all know, those that listen, Jim loves spreadsheets. He loves data. He loves to break. Love may be a strong word, but yeah. I mean, you've got an extreme crush on it, but he thoroughly enjoys trying to look at things from different angles. And so he'll disappear in a spreadsheet for an hour and a half or whatever. And he's like, oh, my goodness. I just looked at it from this angle and it's like, what valuable information? And so it gets excited. Just trying to offer new ways. Especially, it's not just new information. It's ways to present the information that can make sense, obviously, to the folks that need it to make business decisions. Absolutely. And that kind of ties into what we're going to be talking about today and our guest today. So how about if we go ahead and bring in our guest today, Mr. Ben Clifford. All the way from Miami. Hey, Jim. Gormley's in New Jersey. I think I saw, Ben, that you live in Philadelphia maybe and you cross the river to go over to the dealership in Gormley's. Is that the routine? Very nice. Yeah. Opposite of the flow of traffic that most people are going into. Smart. You make it work. Smart. Yeah. Most people say I'm crazy to live in Philadelphia though. uh I can't say you know I we've we've lived country we've lived city and I there's some things about city living living in the city that I just freaking love yeah yeah so yeah we're glad to have you here glad to get spend a little time with you and get to know so you want to kind of take our listeners through kind of your background how long gormley's have been around how long you've been a part of it the whole kind of backstory we got time we've been around I'm a second generation we've been around since nineteen ninety Gormley's Auto that's not our last name obviously that's actually been around since nineteen seventy six there was a uh but when we opened it or took it over whatever we just kind of kept the name it was just on shoestring budget and you know a reputation and so we did it doing business as Gormley's Auto it just kind of never rebranded it Yeah. So Ben and I have gotten to know each other. Like there's a lot of folks that, you know, through, um, social media and, and Ben is one of those people. And we bumped into each other to conference finally after, uh, kind of, you know, being connected on, on Facebook and what have you for a while. And I think what we learned is that Ben and I speak the same language. How is that? Yeah. It's, um, are you half spaniard too he doesn't speak spanish it's a it's a buy here pay here cash flow yeah and so this is something that you know ben talks about it quite specifically and so I look forward to having him you know on the pro on the broadcast to be able to talk about kind of how he manages cash flow in particular because our past conversations been I know that Plus the meme. I forgot to get the meme ready to share. I'll grab that while we're... Yeah, I'll show it in a minute. But I'll get that ready while we're talking. Oh, the one that Ben posted? Yeah. So we got to show that to kind of set the stage for... But in the meantime, Ben, you can share kind of how you formed this idea about how to manage cash flow. We've just always viewed Buy Your Pay here as something that should generate cash. I do have... somewhat of an appreciation now of the other model. I always thought that that was just, you know, I would just think they're not making any money if you're borrowing more money every month. But really, you're making money. It's just in a different way that I'm comfortable with. You're building something. I mean, most of the guys that do that can grow and grow at a very fast pace and they can grow ten, fifteen, twenty million dollar portfolios. But that doesn't necessarily mean you're cash flowing positively at any size. If you're taking in a million a month in payments and I've met people that do that. But you're selling, you know, you're going nine hundred thousand cash in deal on new loans. You're still only positively cash flowing one hundred thousand dollars. And that's not even nearly covering your overhead of an operation that size or every month. And that's not to say they're not making money, though. I used to just kind of like, you know, shout from the rooftop, you're not making any money, but they are. They have a huge operation. It's a large salary. And then you're building something of value that they can sell later on. The biggest game changer, I think, is reinsurance. That really, I mean... If you've got a portfolio that size and you're doing reinsurance properly, you can make a million dollars a year plus. There's a lot of wealth. Yeah, take home. I'm not saying that I know a lot of dealers that do the debt model, but I know there are a lot of people that don't want to do it. And I just have some insight to those people that want to just fight the good fight and try to keep our cash and deal down and try to keep our payments going. know try to try to collect more than we lend yeah amen where we're turning in a a cash flow Yeah, for sure. So getting ahead cash-wise, it's like seeing that bank account grow, right? So I generally have referred to this as kind of the equity versus cash flow model, like kind of what you touched on earlier about, you know, there are dealers out there who are just, they're not necessarily trying to create near-term positive cash flow. They're build, build, build and grow, grow, grow equity. And then they expect to enjoy cash flow off of that one day. And so that's kind of what you touched on. There are different strategies for everybody, but I think, It's always been my suggestion, especially when we meet somebody new is let's figure out what it's going to take to get cash positive. You know, if the goal is to have five and ten locations, let's figure out what it's going to take to get location number one cash positive. Because, you know, you've met the dealers probably in twenty groups and at the same conferences that I've been at where, you know, they've got mega million dollar portfolios, but they're still out there chasing capital because they're you know, they require funding, require funding. And so what you're really suggesting here, can you share the tile? I've got it, but I can't quite reach the thing. We can show the thing on the screen there. I've kind of come to the realization that some of them, that it's just a model to keep going in debt and keep growing and keep growing. And as long as you keep your ratio in line, that's actually okay. I mean, it's not where I would go, but. Yeah. Keywords being. It's not going to get much bigger, but this is what Ben posted. And a guy sitting at the park looking like, all right, it looks like he's doing some kind of survey or whatever. But he's like, monthly payments minus cash and deal on new loans minus overhead equals true profit. Change my mind. Love it. Love it. Love it. Love it. So I think it's a, it's a good way to think about it. It's like when I saw that post, I thought, Oh yeah, we got it. We got to talk about this because I just find that there's a lot of dealers who kind of struggled to grasp that Ben. And you know, you and I talk about it all the time and it's something that you, you kind of manage your business that way. You make your buying decisions probably weekly, right? Yeah, I think some dealers struggle. I've talked to some dealers who are maybe a hundred fifty, two hundred accounts and they're going, yeah, I can sell the car, but it's just, you know, I just can't keep up with cash flow. I don't, I don't get it. And it's like, well, how much, what kind of car are you selling? Oh, ten thousand dollars. You need a lot more accounts than that to support selling a ten thousand dollar car or you need to borrow money. I mean, you know, the math you know is the math sure you know you lay it out and you know I can tell you I actually just did this as an exercise to you know prepare for this I took every member of my twenty group and I broke down their their and I broke down their numbers into my meme as much as we all look at these composites that are two pages long everyone was like wow That's great information. That's great eye-opening because the end number tells you how many loans you can write until you hit zero. Most of us, including myself, it's barely... I do about forty percent retail and cash deals. That supplements when I don't... That keeps me from borrowing money because if I was relying solely on buyer-payer, there would be times or years where I would have to borrow. Yeah. But um, but I think that the biggest thing that maybe somebody new doesn't think about is that cash in deal. It's like we have two overheads, you know, I have minus overhead, which is all your costs that you're not going to get back. I'm not counting about buying cars, or repairs that are added to cars I'm talking about. bills that you're not going to get back. So that's oversimplified their overhead, but you know, every dealer should be able to break down what their overhead is on a monthly basis. So you should know that number, but it's like you have two overheads because every car you sell is a new overhead. I mean, mine personally has reached five thousand dollars and that's considered low in this industry, but it's too high for me. I don't like it because in twenty twenty one it was thirty seven hundred dollars. Yeah. And in twenty eighteen was twenty seven. Right. And I'm looking at it going, is it going to be six thousand? Is it going to be seven thousand? You know, sure. If it's eight thousand, unless my payments are eight hundred a month, I don't think I can maintain that. Right. Yeah, it's a tricky adjustment for a lot of dealers. And I think managed cash flow is really the place to be. And I think, you know, as I hear you talk about that, we've actually started working with some clients trying to move them to a weekly routine here. So this is challenging. It takes people on the team pulling numbers together and what have you. But we're trying to get that information in front of dealers on a weekly basis, because as you said, if you. if you sell some extra cars, great, our receivables went up, but now we need the cash to replace those if we're going to maintain the same inventory level. So managing the cash week in and week out becomes so important. And we can share this thing, Michelle, if I've got, you want to share it? Absolutely. I just set up a real simple model, kind of following that same meme thing that you did, but just kind of laying it out for dealers to have a visual to think about And, you know, for our folks who tune in on the audio podcast, Ben, we have to always tell them, you know, there are some slides here. So find us on YouTube if you want to see the slides that we're presenting. And in the meantime, I'll try to talk through them. But basically, I just have your kind of your meme laid out there. I have the week's collections on line one there, principal plus interest, and then minus the week's cash and deal. minus the weekly equivalent overhead, which typically we can break that down and maybe it's a payroll week. And so we have some extra stuff there, but our positive or negative cash is what you call true profit. And I think we agreed that By definition, according to CPAs and those folks, it wouldn't be profit, but it is certainly positive cash that we can spend. It's spendable money, as I call it. It's something we can do something with, but as you can see, the way I've got these numbers laid out, you know, month or week one is positive. Week two, I left the numbers, the collections and the overhead the same. And I just said, if we sold more cars, our cash and deal was higher than we're negative ten grand on that week. And these numbers, by the way, are just thrown together numbers just to kind of do some math. But but I'm just really just trying to illustrate that this is kind of the methodology that I'm hearing you describe. Is that right? That's exactly right. And I forgot, but you mentioned it, but I wanted to make that disclaimer because I know there's a certain accountant out there who's probably hanging her steering wheel. I hope she's not driving listening to me calling that true profit because I recognize the accounting principles are different. I mean, the accountant says you made all this money and I'm like, no, I don't have any money. I don't understand and I don't file my taxes. We don't talk about accounting on the morning show. You'll lose your listeners. You understand that there's a difference between that. Yeah. And another disclaimer on the accountant side is Jim's like, I'm not an accountant, but I have taught some accountants. how to do buy here, pay here, because it is a very different beast. And that's usually, that sounds a little smug, but it's more like when it comes to the finance companies, right, that gets a little complex. And so we, so often I'm having to kind of coach the CPAs. And I had meetings last week with accountants that represent some of our dealers. So there's one more slide to show, Michelle, I've got it loaded up there. So I think the other thing I've heard from Ben in the past, and I want to make sure that I've got this right, and this may not be your exact method, but I'm really trying and I just used weeks again, you know, if I had three weeks stacked out here and I'm really just looking at changes in assets, changes in equity position. And so, you know, you can see up there at the top for those who are not seeing the screen, you've got notes receivable on line one, inventory on line two, cash on hand, including pending deposits. A lot of times there's a deposit, you know, that's going to the bank today or whatever. So you can throw that in there. but that gives you total assets, right? And now I just, for simplicity, I left liabilities out of there, but you could put your liabilities in there and watch your change in equity, which again, we still can't spend, right? I mean, that's back to the thing. It's important to see from a management standpoint, how did my notes receivables change? But if you're sitting there saying, man, why am I, why am I bank account empty? It's because the inventory is up, right? It's just a simplistic way to look at it. I view them almost separately. We track our accounts receivable, and that's a whole separate thing that we look at. But we also run a balance sheet where cash is the same as cars. It doesn't matter. They're our main assets, cash and cars. And do they go up every month? That's really what we track because that's how much wealth your dealership is worth. Good. Plus cash. the accounts receivable, whatever that's worth. But if your bottom line, if you want to spend all your money on cars, that's fine. Cars are the same as cash to me on a balance sheet. They go on that side. They're an asset. So that's kind of what we do every month. We call it doing inventory. But we're basically running our balance sheet. We're finding every car, make sure there's not a car missing, blah, blah, blah. And did our dollars, did the net dollars of our our dealership go up or down right and basically what we've managed to do for thirty years or so we're well we've had some negative years but um yeah tax time we tend to sell a little more and it goes backwards it goes down it goes down and then it sort of as the year goes on it progresses and by Summer, late summer, it's back to even. And then it's the last part of the year, the last four, five, six months is when it goes up and we have more money that hopefully than we started the prior year. That's how we kind of run it internally to make sure we're not going in the wrong direction. It's, it's really important to, I mean, I, I love that you track this and there's a lot of dealers that don't. And so when you hit, you know, when you're tracking this year over year, over year, over year, and you're able to overlay, this is what, these are the, these are the trends through the year. And you get to understand, have a deeper understanding of how money flows through our customers and through, you know, through us and all of that. Is it when you get to the point where, like you said, Tax time, big time. Then you get this curve and it's, we get a lot of repos. And so, you know, I see on social media dealers like, oh my goodness, there's all these repos and the ones that have been in the weeds for a long time and know the trends. are like, you know, that they know that it's going to go down and they're more concerned about how deep or, you know, and, and it's, it's so important. We, we, we talk about this all the time. You, it's hard to have an educated opinion about something if you're not tracking it. I mean, gut feelings just don't, they don't work. Yeah. Yeah. Very true. We've said that a lot. Uh, you know, there's certain times you have to trust your gut, but, um, you really shouldn't when it comes to the numbers, especially if you're dealership, you might think, I'm buying an Ultima again, you know, I got three in the shop with CBT transplant. Well, look at the numbers. You've got a third in your portfolio. Yeah. So they're not, they might not stand out at all. The things that stand out in your mind, like, it may not factually bear out that that's a main, a major issue. Yeah. And there's a lot of, one thing that I've noticed too, is that when we work with dealers that have been in business, have like been business owners and understand, you know, the accounting part and, the profit and loss statements and all that, that they have a better understanding about tracking numbers, about seeing trends, about those kind of things. And it kind of, this kind of flows into something that Rudy Enriquez, twelve million, twelve million in assets with sixty-five K in the bank. I think most of us dealers manage our finances the same as a subprime credit customer, paycheck to paycheck. And that's okay. That's okay. I mean, you left out the question marks and exclamation marks. That's big numbers. Most of us don't have that kind of cash flow. And it's absolutely true. Again, I just threw some numbers on there. But I think what I heard you, one thing I want to circle back to, Ben, is you talked about, you know, you have your receivables, whatever that's worth was the word you used. And I'm always... mindful when we use the word worth it's like you know back to those bank account things it's like even if I have a twenty million dollar portfolio what's it worth well does it matter what it's worth what its liquid value is if I don't intend to sell it yeah if I can if I go leverage it you know if I if I'm going to borrow against it and use those assets then that's one thing but it's actual worth really matters very little unless we're selling it, right? And so now it's just a question of, obviously the larger the portfolio is going to drive tomorrow's cashflow, which you would be looking at and factoring in. I just think when I think about dealers operating from gut and my ugliest version of gut, it's a dealer saying, well, I'm going to buy ten cars today because my gut says we're going to collect enough money next week for those checks to clear. You know, that's dangerous stuff, right? And so this is where I think we just got to be careful to make sure that we have good numbers obviously in the simple illustration I did the numbers will be up and down but we got it we got to know where we're at and be able to manage from that and especially when these dealers are growing and we work a lot of dealers that are in a growth stage and so obviously they are going to be negative cash for a time but I think to your point when you talked about taking the information into your twenty group which I used to do the same thing as a group member years ago and uh I just think what that does is it helps dealers start to see hey I'm I'm fourteen accounts away from being cash positive. I'm thirty five accounts away from being cash positive. You know, if I keep with this kind of same same sales volume and overhead, that's the kind of stuff that we're encouraging people to to work to to tally and to have available and be able to manage from. So, yeah. And a number to look at is what percent of your portfolio are you collecting every month? We try to we have a my number is five million, just in case people are listening out there. Go, well, how big did this grow without that? So we're at five million. And that's seven hundred and thirty accounts with most people with seven hundred and thirty accounts would have seven point five, eight million. But we structure our deals a little old fashioned to keep up with the way I try to do it. So we average still twenty six hundred down and we do twenty seven month loans. Good. So what you were talking about on that last episode of trading a customer out at twenty four months, we have an eighteen month trading program. Fantastic. At that point, we're ahead of the game. We write off their balance, put them in a new car. If they figure out how to pay us for eighteen months, we'd like them to do it ten more times. Yeah. So it's less about a large portfolio to brag about. The dollars in the portfolio don't pay you. The accounts pay you. There you go. Yep. That's good. I mean, there has to be enough dollars to sustain it, you know? Right. Of course. And we collect about seven percent of our portfolio. Nice. That's good. That's that short term. No, that's what happens. I mean, most of our dealers probably in the V eight or in the six percent range, you know, so that's a principal and interest combined. Right. Yeah. So, yeah. So seven point two percent. Yeah. That's a good number to know. A good number to watch. And hey, good morning, Jeff Wilkinson. Glad to have you here. So, yeah, it's just it's important to be able to kind of have that information available. One of the things we're doing in our V eight stuff is we're starting to have the dealers remit a quarterly P&L so that we can produce this information, at least to have that. Because in our V-Aid thing, it's a pretty simple format. We're really just looking at data coming out of the DMS. But because we have all the data from the DMS, we know what we have to spend to replace cars. We know what we have to spend in... or what we're bringing in in terms of down payments that translates to that cash and deal number you were talking about. We have the incoming cash, et cetera. So now we just need overhead, and now we can kind of paint a picture for dealers just like what you're talking about, about how many accounts short, how far away am I from positive cash flow at my current volume and overhead. So these are the things that, you know, it's really – It's so important. We just don't hear enough talk about it. Of course, you know, you have pointed out to me that you appreciate that I sit over here and talk cash flow. And now we've established that my mistress, Microsoft Excel, is where I spend my time, you know, doing these numbers. She's an extreme crush. Yeah, you and I think Brent Carmichael, I think, talks about it a little bit. And Ken Shilson, I don't. I love his line that there's no return on investment until there's a return of investment. Oh, good. Yep. So it's a different to the phrase about cash on cash return, because, you know, you can have ROI if we're talking profit. Phantom paper profit in our business is not difficult. You could raise your prices tomorrow. And the customers still buy the card. You could you could create additional profit. You could create additional receivables, but it won't change your bank account, you know, next month. Right. So so these are all things that we just kind of have to manage from. And I think, you know, most people that are listening understand it. I just what I find is dealers are busy and they have a hard time getting enough time at their desk to be able to know those numbers, you know, daily or weekly. What I would tell dealers to look at if they take away from this is if your chart that was broken down weekly, I don't know if you want to pull it up again, but how it had. Yeah, but the right one. If you did that monthly, if you just did that monthly, your week's collections, your monthly, your month's collections and your month's overhead, you're going to have a number left over. Let's say it's a hundred thousand dollars left over. That's before you write. That's your week's cash. OK, now it's basically your week's collections minus your overhead, minus your cash in deal. Your positive number there, you can divide by how many loans you can write. In other words, your payments, everything you take in. minus your I don't know if it translates it actually to that chart actually but if you take your payments and what you recovered and like other other repos if you do other recovery up your overhead you have your positive cash flow before your new loans sure so most deals are going to be left with I don't know if you're left with a hundred thousand divide that by your cash in deal that's how many loans you can write before you reach zero And, you know, you'll see that a ninety five hundred dollar cash in deal. Well, you can write two loans at five thousand dollar cash in deal. So that's going to double your cash flow to sell on a cheaper car. But you have to balance it out. It has to be a car that can last the life of the loan. Sure. You know, it has to be, you know, we try to have a two year warranty on everything we have. So it basically lasts the life of our loan. Yeah. But I find that, you know, my average car at sixty three, sixty five hundred. I think you can deliver a quality car at that price that's going to last two and a half years. Yeah. And I think, you know, because we work with newer dealers, a lot of our dealers are in that category of one hundred to five hundred accounts, you know, and so that that just means they're at a stage where because, as you said, a lot of them need to with overhead and some sort of volume, they probably need to move to three hundred fifty four hundred accounts to reach any positive cash flow. Right. Right. Yeah. But the biggest thing is it's like, yeah, I know you want to sell a more expensive car, but you just can't right now. The thing that I've observed, I've not been born and raised in the industry, is that sometimes what the lot looks like, the type of cars and the hot stuff, it's important to the dealer because it's an image thing. But when you look at cash flow or you're looking at how much should I be spending on a car and all of this, and they're saying, well, you can't get the kind of inventory that you currently have on your lot for six to five hundred dollars. But if you change how your lot looks and your customer is still going to be the same, your finances change, your cash flow changes. The only real solution if you want to have that nicer car is, and it's complicated, but this is what we do, but we also have two separate lots. retail if you want to retail and do some cash sales and have a buy your pay here so we do have some of that flashy stuff and that actually helps our buy your pay your store because some people that come in on it are close to qualifying but they don't and we walk them across the street and they're buy your pay your and then in eighteen months you're trading them up yeah that's exactly that's the whole spiel yeah love it yeah we'll see you in eighteen months you know yeah so yeah I think it's a challenger then yeah yeah yeah why is it always a challenger You know what I mean? It's like, that seems like in so many lots that we've been on, that's the eye candy that's out there in the front. Well, it's because the charger is a little more affordable than the Ferraris and the other stuff that would also catch attention. But, but yeah, it's a, it's definitely a good strategy. We like to hear that. I think, you know, it's just, I always kind of, I'm thinking we didn't talk about it then, but you want to be able to pay yourself. Yeah. And you can't pay yourself with receivables. You can't you can't go shopping at the store and tell them you're going to pay them with a buy here, pay your contract. You know, it's like, you know, you need cash. And so one is your business needs to generate cash and put money in your pocket in addition to, you know, all these things we talked about. So it's like we got to we got to figure out what's going to take to get cash ahead. Yeah. Because otherwise, we're just pulling out of our pool of capital all the time or our receivables. you know, in order to do that, that's part of the overhead. That's part of the overhead in the equation. Yeah. I could get these Cliffords off the payroll. Yeah. Yeah. Well, yeah, but we should let Ben get back to being a dealer. We appreciate you making time to chat and it's a, I'm sure that we'll have occasion to have you back here, but glad we got to get connected and get you on so that our, our dealer listeners could pick up some tips from a guy who's out there doing it. Yeah, and if you want to stick around for just a second until after we are done saying goodbye and closing out the show so we can say proper goodbye, but we really appreciate you joining us today. I appreciate you guys, and we all do. You're a great asset to the Buy Here, Pay Here world. Thank you. Thank you. Great content. It looks like the V-A groups are a great thing, too, but you guys really are. Thank you very much. Appreciate the great content. Thank you. Thank you. All right. I'm going to go ahead and put you backstage and let's, it's Friday. Yep. Great conversation. Really appreciate it. I like, I like it when people are kind of like popping in and it's like, this is, keep the comments coming. Sure. The comments are. And keep the memes coming. Keep the memes coming. We need to see more of those memes. Jim loves memes. And it was like this morning he was talking about, did you see Melanie Goldman's? thank you melanie thank you melanie because he's like fruit yeah donuts yeah that's the answer her post for those who didn't see it fruit just that brings in those annoying fruit flies and it's the fruit flies around I have not I have not obvious that's exactly it right Hey, everybody. Thanks again for joining us. Again, we are no longer doing Mondays. So we're back on Wednesday. And I'm sorry. I know. Darn it. It's a great way to start the week. Have yourself a great weekend. And yeah, enjoy your cash flow. Yeah. All right. We'll talk to you all later. Thanks, guys.
