wake up by your payer 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 hey hey friends good morning happy friday welcome to another buy here pay your morning show greetings from Oklahoma and happy holidays. Merry Christmas to everyone out there. We're going to take a bit of a break from the podcast. I think we won't return until the first week in January. So the Friday of the first week in January, because I think that the Wednesday is on New Year's Eve. Yep. We'll still be recording some pick six conversations, getting ready for resuming in January, but just taking a little break. Yep. Yep. So all good. Yeah. But you know, you can tell. Michelle and I enjoy doing this. We enjoy bringing information to the industry. And today's another good example. We got dealer Nick Duman, who I pre-recorded a Pick Six conversation. Of course, Nick is somebody we've known for a good while. And so happy to spend some time with him. And I think you're going to find that the things that he shares are pretty good nuggets for people to pick up on. Yeah. Also, this morning, we were during coffee, our coffee time. Jim showed me a video of someone who is more in the, I think, franchise independent space. Coaching, yeah. Coaching that was talking about something that we speak about frequently is about the importance of working on your business and not just in your business. And, you know, he had a very different way of delivery. It's like, I'm too busy. I got this going on. I need to sell more cars. And he's like, you need to take a break for an afternoon or whatever and plan out next year. And it's not just about, I'm going to sell more cars. How are you going to shift the things that aren't working? Yeah. And then move into the year with a refreshed and renewed mindset. energy, excitement for the year and shifting the things that need to be done. So we aren't going to be here for the balance of twenty twenty five, but I'm sure we'll be talking a bit about what are your intentions for twenty twenty six when we when we come back on the second and or beyond. But it's it's a really great Um, it, you know, it's like one of those things everyone just kind of does, but, um, and, and I'm not a huge set goals person. I mean, like the, the, the new year's resolutions, sorry, new year's resolutions, um, person I'm, I'm really, uh, Like, what are your intentions for the year? And they're not about numbers and quantified, but it's about what kind of experience do I do I wish to bring in and create for twenty twenty six? So I'm working on that and I have a little bit more of a of a different approach to doing that. And so I'll actually be starting to work on just what my intentions are. an awful lot and starting. Yeah. Good. Yeah. And, oh, and also for those of you who, who, you know, this matters, Jim's birthday is going to happen while we're. Oh yeah. Yeah. It's on solstice. So I'll put my Venmo out there just so you can send gifts and cash and just show your appreciation in large amounts. Right. In large amounts. Yeah. Yeah, exactly. It's all good. All good. Another, another birthday. So you know what that means. a couple more yeah it's like another tuesday or something it doesn't mean much to me but all good yeah shall we uh jump in yeah absolutely Okay, so again, we got Mr. Nick Duman. Just a quick background on Nick. Nick is a guy that was successful in the shop and service side of the business. He's in a small town. He's a tire and shop. Yeah, and he was a tech before that, and he decided to pursue his entrepreneurial. I love that. Yeah, for sure. I love that. He didn't inherit it. Oh, and that's like a whole other subject we're going to be talking about. next year she's chasing another squirrel sorry another squirrel is about um family shifting yeah succession succession plans yeah look for that to be a big part of conversation going into next year but yeah with nick he uh he built this thing he took the uh took the risk himself and stepped out there and created this service business it's done well and it's not surprising nick is a you'll see for those who are not familiar with nick you'll see his personality and in the videos that we're doing and he's he's he's bright. He's he's fearless as an entrepreneur. And, uh, and so it just, uh, a good recipe for, uh, for success. So he stepped into the buy here, pay your side. And so let's get started to kind of share what he's had to say there, Michelle. Nick Duman out of Pennsylvania, Tyrone tire and automotive joining us today. I actually know Nick quite well, I've got questions teed up and I probably could answer some of these questions, uh, you know, from Nick, but, uh, glad to have him here to kind of speak for himself, of course, and share, a little bit about his business story. And you'll get a chance to hear today from a dealer who started out in service business and then got into the kind of the retail and buy here, pay here side. And I've been fortunate to know him from some of those earliest days. And so we've got some questions teed up for Nick. He's chosen from our, he's picked six from our list. And so we'll kind of go through those and then I might even hit him with a bonus question or two, but Nick, thanks for being here. Yeah, sure. Thanks for having me. So I had the wrong question showing there, but we'll start with this one, Nick. What are the two top tips for buying better, especially for folks newer to buy here, pay here that you would offer up? I know you're a good buyer and you're coming from a tech background. You're going to have some ideas there, I'm sure. You know, there's some good and some bad that comes with being a buyer and being a tech first, right? Yeah. Because I see everything and I think I can fix it and I want to fix it. But the truth of that is that that stuff should not be in my recon department, you know? Okay. so so my you know my my number one tip on that probably is is to uh you know not not buy projects don't buy rust uh okay yeah there's some people that can make that work uh you know in my situation in particular we're looking for fast turn stuff uh I want to put tires and brakes on it put it on a lot um And so, you know, I don't know if I have two tips, but that's my number one tip I'd say is to not buy projects. Don't think you can fix it. I just have countless cars sitting around here that you know that we everything always gets put in front of them because because they're faster and uh you end up with a bunch of bunch of birthdays you know yeah so um why don't i let you give a little bit more of your back like i mentioned that you started as a tech but you you want to give a little bit of beer your background especially how you moved into entrepreneurship and business ownership Yeah, sure. Yeah. So, I mean, I'm a dealer tech by trade. I came up in GM stores and Ford stores as a technician. And the last store we worked at was a Mazda store. So, uh, we kind of took that and, you know, I morphed that into a little way by thirty, uh, carport that, uh, we started our service business out of just me, um, you know, uh, tire machine desk in the corner and, um, you know, had a, had a friend of mine had a car dealership and, um, you know, he, he kind of should, should be an industry a little bit. And, um, I always kind of had an interest in, in finance and, um, and whatnot. When I thought I was ready for that, I wasn't, and it just takes so long to be in the right position to do something like buy here, pay here from a capital standpoint and lots of other things. We grew our service business first into a couple of employees, and then we expanded our sales later on. yeah dealer tech by trade you know still myself as a technician uh more than more than anything else that's what i love to do yeah and i get it i think um and what i remember about your your story there too and i heard you just now say that your interest was more on the finance side than actual retail sales, right? I mean, more so than cash sales, you knew that there was an opportunity there. And so I remember you telling some of those stories about that. So going back to our question here. So you had something. I did, you know, When we opened the show, we were talking about setting intentions for the year. And I, you know, the one thing you talked about about buying better was to not buy a project. And so what kind of flashed in my mind is, you know, he said that you'd have these ones that these cars that things kept getting pushed around them. And moved in front of them. And I would have venture to say that there's a lot of dealers out there that have cars that are like that, that are sitting on the lot. And that's a really great place to start in what are we going to do different and look at the car and why did you buy it? Yeah. What needs to be fixed? And then when you go to buy the next year is avoid those things. And sometimes it's like, well, that's a really cool car. And it just, whatever it is, it's like, if it has been sitting there on your lot for more than a month, Yeah, I think part of what I can add to that is that, you know, as a former dealer myself, sometimes what happens, you make a mistake when you buy one, right? You overlook something and you end up back there. And so when you do your analysis and assessment, you find out it requires more than you thought, or you're having to wait for some parts or find a used transmission, whatever. So that's part of why those cars sometimes get put aside. And then the dealer is postponing the idea of taking that loss. Like they could just liquidate the car and move on, but they're kind of, you know, weighing the wholesale loss against a reduced gross profit eventually. So it just kind of, but what you're hearing Nick say is he wants to turn them. So that means that he's optimizing his assets. And so this is why. Every dealer wants to turn them. So that's, you know, you can't turn them if they're not on a lot. So it's like, you know, and, you know, it's we talk about when when we lose a customer, when we've had to do a repo and a charge off of some kind, we do a postmortem. I would suggest that we make it a practice for that. If we have a car that's sitting there for that amount of, you know, for a month that we're doing a post-mortem on it, we're figuring out why, and then we're, you know, You can't change something you don't measure. And so if there's the same kind of whatever, it's like if you know it's a transmission thing, is there a better way to check that? Is there a better way to do some of those things when we go and go to the auctions? It's harder to do when it's a virtual auction. And for you, as somebody who hasn't done this, you're saying if it's up there for a month, most dealers are struggling to get their cars reconditioned inside of a month. When Nick talks about a birthday, he's talking about a year. a car's been there a year right and so you know so so you know small markets you can have some of that but um i think ultimately what you're trying excuse me to try to do is optimize your turns to make sure that you're buying cars and nick explains a little further on some of this so we'll resume here but um he he has some other suggestions for how to how to do that I know you well enough and know your operation well enough that another tip that comes to mind for you is that you guys kind of stay in the same models of cars, right? You have a handful of models that are really your focal point. Yeah, and we started with rebuilt title cars, buying wrecks and fixing them, and we are kind of moving away from that, so our variety is getting... uh to be a little bit more um and again that's just based on the turn time it just takes too long to turn those cars out um and the paperwork that comes with the titles and uh all that stuff but um but you know the the the base of our portfolio is you know, two thousand ten to two thousand twelve super legacies and outbacks. Like, I mean, that's that's my car, right? Yeah. And, you know, different things, Mazdas, Fords, stuff I'm real familiar with that we can that we can fix. And if somebody calls me or says, hey, my check angel, I came on and I took it to AutoZone and I got this code like I can pretty much tell you what it is. And yes, we're able to turn Our warranty repair is a little bit faster that way. You know what to expect. Good point. Yeah, that's another great tip, Jim, is staying in the same kind of model can really accelerate one, your recon, and two, your warranty term. If you have a service department, keep your service department freed up and, in our case, doing customer work and making money. Yeah. Yes. Yeah, it's really smart. And I think one of the things, too, just a quick aside is having worked with a lot of techs over the years and kind of put some of them in a mode of buying. Right. Or at least previewing cars and then the list that I prepare and then they would preview and come back and scratch them is your this may not be true for Nick, but a lot of techs. have their own prejudices like oh my gosh yeah yeah for sure and i would you know this one tech you hire he may never want to buy a ford and the next one may never want to buy a chevy and so you cut your inventory down a lot if you do that so so you know but that's part of what they enjoy working on maybe that's what they're familiar with so just an insight it also helps too is you know you can market when you're looking for text it's like we work on these and Yeah, you could. And, you know, there's got to be, like, someone that works in a Subaru dealership. It's like, that's what we work on. You know, it's like you can really excel in your lane. Yeah, well, you stay in that lane. So he's had some success there, and I think that's good stuff. So let's move on. Yeah, well, and also your techs obviously become familiar with that thing that can kind of diagnose and repair those in their sleep a little bit. So it's like, you know, that also is going to obviously tend to lend to a lot of benefits I can see. We'll move on to the next one now. So since you started, how has your business model shifted? I know it shifted some. Yeah. Yeah. Yeah. So again, we, you know, we started in a service business and we were just, you know, kind of flipping car, cash cars, and then just to build some capital. And then we, you know, moved into a different service building and then we got, you know, able to we got a deal license from that place and we started selling you know just get a handful buy your pay your cars like i had ten or twelve counts for forever you know and um just uh kind of building slow um and then um you know, doing rebuilds, started doing rebuilds. And then, you know, so, so the biggest shift for me has probably been moving out of the rebuild space. Like we went from doing probably, I don't know, uh, twelve of those a month to, you know, maybe one now, um, buying a lot of retail. But, um, you know, the additional shift for us was, was, um, you know, adding a sales location, a standalone sales location. You know, our brand is Tyrone Tire and Automotive. It doesn't sound like a used car lot, right? You know, so we kind of branched off to a location that's a hundred yards up the street. It was a long time car dealership and that's called now Tyrone Auto Credit, a little bit more like like what we do. So And then, you know, just recently we had another retail service location. It's kind of a quick loop. And that that's that's been useful for for our buyer payer clientele to be able to stop by and just get a little change and not have to wait a week or two for a appointment. And, you know, our customers don't they don't want to wait. You know, and if you catch them when they're thinking about it, maybe you get it done if you schedule it two weeks from now they're not they're not coming you know so uh it's just uh that's been useful that way so so we've been able to service our our um portfolio a little bit better with that in that third store but um as far as like actual model um yeah it's been pretty similar the last two years um yeah you know we're our underwriting is similar our collections are pretty good um you know so if it ain't broke don't fix it you know yeah yeah well i also I, I, what I, one thing I love about this and I've heard some other very, very, very successful dealers is it's, it's, it's not so much about having multiple locations for selling cars, but creating multiple businesses that are all in the same lane that helps support each other. Yeah. And I really, really like that. I, I, there's a dealer that we know that, that bought a tire shop there's, you know, and so I love this idea of like, there's a quick loop, um, that we, you know, so, so, so they're able also to, to do a lube oil change for. just the general public, but it is a place that they're, you know, and I think that's really, really smart. And then they have the tire and all of that store there too, but it's, it all kind of creates an ecosystem. That's not about spreading yourself and having to, to, to copy a business model and do it here and here and here. And how do you make sure that it stays good, but you're, you're creating different things that all kind of support each other in one big ecosystem. Yeah. Sounds very synergistic for sure. I want to clear up one thing he mentioned there, you kind of stopped buying salvage cars and he really just started focusing on buying clean title, mostly because he could, he could produce more, he could turn them faster. And so that was ultimately what helped him move volume. In addition to setting up that separate auto credit location that focuses on sales. Right. Yeah. know that you have uh some private investment for capitalization and that you know there was a time that we talked about you know you're moving um to adding clean title cars partly because of your ability to them you know find enough cars and turn them uh quickly and then also positioning toward uh capital so that eventually you know that would be more attractive for capital options as you move in that direction so those are among the things i'm also familiar with so it's all that's all good stuff we've seen your your business grow and so talk to us about your your structure like how many employees do you have and we know you started from service you don't have to answer that part uh and so you actually started in the service business that so you definitely from day one that was your your business and then you added more the retail and the buyer payer side so how many employees do you have and kind of if you can tell us by department sort of Yeah, so I'll split this up into four departments to make it easy. Well, yeah, four. So a recon facility, I got one body guy, one technician, and myself. This is mostly where I live, trying to turn cars out. Tire and run tire, service manager, three techs there. Yeah, just a great, great, great team. Great manager there. Good. They do a really nice job for us. How many is that? Six, seven. And then my sales location, we have a collector, office manager, Amber. She does pretty much everything. I got a sales guy, Robbie, sales manager, and one detail guy. So I got three at that location. And then our other facility, the Lube Center, whatever you want to call it, Quick Lube. We got three guys there. I got one service manager there who's relatively new to the company. He's doing a good job. And I got two techs. One senior guy that's been with me for a long time. One Boat Tech kid that's been with us for a couple months has also done a really good job. Yeah, good. So I heard in that that you, and of course I knew you had the dedicated kind of sales office where all they do over there is have some inventory and kind of sales. And there's some administrative and collections that happens over there. but there's no service work that happens at that building, right? Other than like my detailer, Jimmy, will do GPS install, light bulbs, light mechanical stuff. Yeah, I got you. That's all good. But I feel like that's... Having that dedicated sales situation has probably moved your volume some, right? I mean, you guys have been able to turn out a little bit more. Good. All right. So current bottleneck, what's the biggest bottleneck or challenge that you're facing now? This is a look in the mirror for me because it's recon, you know, it's my department. Part of it's staffing. I got one mechanic and one body guy. And, you know, i probably should hire one more one more guy but uh i'm you know i'm kind of kind of working working as a halfway tech anyways and uh yeah so um yeah recon's always my bottleneck and it's it's it's getting easier the better cars i buy right um okay and uh but you know right now we're in a phase where we're just trying i'm trying to get this place cleaned up i'm trying to get the these projects have been laying around forever out of here you know like let's let's let's fix them or let's let's get rid of them you know yeah um that's kind of that's kind of where we're at so um and it's just it's just the time it takes to get through the project so I'll go back to what I said earlier and you gotta buy the car right and and don't you know if you're trying to do twenty five or thirty cars a month that buy don't buy something that needs engine know like yeah yeah just uh yeah sure you can fix it but should you you know yeah that's a hard thing to measure but you're right you can see it and uh and the benefit of uh getting those things turned around faster and you know making them available for sale because they they don't pay you anything when they're sitting in the on the lift right so so you gotta you gotta get them out there So you mentioned, and I think this answers why I heard four different facilities and you tend to office at the recon center just because that lets you keep hands on and do what you can to move the cars through. That's right. Right. Okay. And then next one, what advice would you give to somebody who's just getting in this business? You know, you meet somebody who's just contemplating at a conference or whatever they're thinking about it. What are your top takeaways for them? What would you suggest for them? Um, the first thing that comes to mind is if you're in a sales tax first aid, do lease your pay here, not buy your pay here. Okay. You've kind of been contemplating that yourself. Yeah. We're kind of working towards that a little bit, um, for sales tax savings. Uh, you've heard me say this before, but, uh, you know, for small math tank cars, so month, uh, a hundred dollars a month of sales taxes, a thousand dollars, like that's real cash, you know, and, uh, you know, to, um, I want to pause on that for a minute and just clarify something about sales tax on leasing. A NIC doesn't mean that as a lease dealer that you don't pay sales tax. You do, you just remit it differently. So he's, even if, even if the customer stays in the lease and goes all the way to the end and all the same amount of sales tax is paid on a deal, he's obviously getting to amortize that and spread it and pay it differently. But also the lease customer only pays sales tax as they make payments. So if the account defaults, you know a year in out the money you're never paid you never remit that other sales tax so there's savings on those on the charge-offs um but i mostly just wanted to clarify that it doesn't mean that the lease dealer doesn't pay sales tax they just pay from what they collect it's a different yeah and it's certainly spread differently yeah you know what's your what's your what's your leverage uh you know what will one have have capital Find capital, you know, one way or another. And two, don't get over leveraged. I've been fortunate to have great instruction from my very beginning. And, you know, and to watch my leverage, right? And I feel, you know, I sleep good at night now. Yeah. Knowing that I have a portfolio that's worth something. And I got to exit ramp if I absolutely need to exit someday or get my private money back. Yeah. So, yes. I love that. I really, really, really love that. You know, one, he's built an exit ramp. And, you know, we don't think about that, but that's an important part of like, if this has to unwind, am I making sure it's clean and that it can unwind in a way that it doesn't? And so, you know, for leverage, we're really just talking about the amount of debt relative to the portfolio. But I would say even beyond that, it's the amount of debt relative to the real liquid value of the portfolio. If you had to sell next month, what would the portfolio bring and where's your leverage relative to that? So those of you who don't know that Jim worked with Nick when he first got started. And so it's like, it's, it's, really great to see to see that yeah yeah it's it's easy when you work with smart people that make you look smart but yeah nick has done well and i'm glad to see him have that and i i appreciate the nod of some of the suggestions absolutely very um yeah like i know that i can do that so um you know that's that's my that's my advice yeah that's great advice for for new folks and then uh This is a fun question. On a scale of one to ten, how much do you love what you do? About ten. Nice. I mean, I know some guys get burned out and whatever. And there are days that this is a challenging business to be in. man i mean the the guys in the buyer pay your space are wearing so many hats uh you just just you're just doing everything and uh you know it can be challenging some days but at the end of the day i i feel so blessed to um to just love what i do and i love coming to work every day i you know i don't take as many vacations as i should probably because i i love my job you know like this is this is what i like to do and maybe i'll feel different in twenty years i don't know but you know, that's, it's a time for me right now. yeah it's great i mean i can say that i've seen you you make time for family stuff you you know you're you're being an entrepreneur and being a business owner you do take time for for uh you know all the stuff that happens with family and so that's beautiful to have that sort of flexibility right there's some people who just can't get away from work to go yeah all game or whatever and you know the truth of the matter on that note jim is you know i just i i was such a great team uh and and i think that's so important you know to build to build your business you don't have to be in it every single day and i am here most days but it's just um you know i just have some great long-term people that we try to take care of and um and and that really helps me be available to my number one priority which is my family you know yeah wonderful quick mention he said part of this and part of what he didn't say he's got good people which means he hired good people He gave him probably some training. He gave me the authority to do what's needed. So otherwise he wouldn't be crediting them for doing a good job in their own departments. Right. And then he makes time for family. Well, and what I hear from that, too, with three different business locations, he doesn't micromanage right you got to build a delegate and so that's part of what you're hearing that we're reading between the lines here but that's what we noticed absolutely and and and helps people stay in their lanes as well so i i didn't hear that there were people that crossed businesses And you heard him say he tries to take care of them. So that's why they keep showing up, and that's why he's got good people. And he also just really takes care of his community through his business. Amen. Yeah, he does a lot of that. And I love that. We didn't get into that today, but you're right. That's part of what Nick is. Yeah, one more little one there is just – Yeah. What do you say? What do they say? Work on your business, not in your business. Yeah. You know, that's great advice. I think we see you do that. Like, I think you're somebody who's living that. And so I think that's really great advice for folks. I do have one more bonus question for you. So the your philosophy around collections like just or your philosophy around the business in general and I'm wondering how it shapes your own policies around things like how do you handle late payments like how strict are you and then same thing with repos like how how do you how do you how did you form your policy around how do you handle late payments and how do you handle repos Yeah, I mean, I have policies, Jim, you know, but it's like it's every every account as a as a conversation. And I don't you know, I don't know. I don't know that we that we have a hard stop. Thirty days, you know, like some people do, you know, so we tend to work people. I don't want these cars back. In most cases, if it's a little less than anyone, it's fresh. But, you know, overall, I want the payments. I don't want the car back. And so so, you know, I would say we tend to work with people probably more than most people will. I got a counselor, you know, sixty days late, but nine days recent, you know. So you know and just i just feel like maybe you got to have a little empathy um you can't get taken advantage of which i'm sure we get taken advantage of sometimes you know nature of the beast but um you know somebody somebody has to go away to a rehab or something for for thirty days and you know obviously can't make their car like you know there's We have other avenues, like we might ask the customer to bring the car back and park it till they get caught up. We'll give you thirty days. My ultimate goal is to keep the customer in the car. I don't want to recall. We're calling every day. If you're past due, you're getting a phone call every day, texting, whatever. We've got multiple people working those, so you'll know for sure. Let me ask you as the dealer principal. you said that you work with people and there's often conversations which mean they're coming to you and asking you what do you want to do about a certain account right and so what what are you looking for like when you say you work with somebody what are you looking for from the customer to decide to continue to work with them yeah um so i mean uh my my favorite thing to do probably is or my favorite thing to have amber do is to have a uh a one-on-one with the customer and and and you know kind of bring them in sit them down and say you know hey how do how do we get here let's let's review your income let's look at your let's look at a couple pay stubs and and like can you can you dig yourself out of this hole or if we restructure your loan can you continue to pay and um And that's really what we like to do. when it gets to that point. Did I answer your question? I'm sorry. Yeah, no, it's great. I'd say I can also add that, you know, Nick's in a smaller market maybe than some of our folks out there. And so that means that customers are hard to come by. You don't want to lose them. They're a little harder to replace, obviously, in a smaller market. But I think I've known you well enough to know that kind of what your philosophy was going into the thing anyway. But yeah, I think that's great information. I think that answers the question. It gives me a feel for kind of how you do business i might also say that you know nick was one of our original v-eight members he was one of the first three members that we did a little beta beta run and so you know we've gotten to know his business and his numbers that way and and i can say that nick is also a former uh you know honorary uh white hat dealer of the year because we just see kind of the way he does uh the way he does business and this is what we try to showcase obviously with white hat way but that wasn't our objective here today i appreciate you taking time to answer the questions and help out some other dealers i think you gave some great information yeah for sure thank you for having me and i appreciate it as always yeah okay so um i'll remove that from the thing so you know such good information there i think um a lot of philosophies wrapped in what he talked about there and uh so i think you know when you talk about the that the bonus thing about collections you can hear that he's been without break as we talk about the one on one thing is like he said, bring them in the office, like sit with them in the office. And I think we don't do enough of that. And if our business, if our facility is not really set up to accommodate that. Private conversation. And, you know, we can do virtual and Zoom and whatever else. So that can be done. It's just, you know, the one-on-one in person is still going to be the favorite if we can make it happen. Absolutely. Zoom is a nice alternative. But there is something different about someone taking the effort to come into the office and sit down. And that, that asking them to do that just kind of helps in psychologically solidify. I'm in this, I'm, I'm, you know, I'm coming in because I have every intention. It's just, I've had a hard time. I've hit it. I've hit it. Because if it's one of those, you know, we talk about the, the five percent, the seven percent of your book of business that are troublemakers, they're not going to come in and sit down with No, that's true. The others, I would say, we ought to press for that. And even if we're a metropolitan market and it's difficult for the customer, we're talking about maybe the customer's got two years left on their contract. We need to make a decision about whether we're moving forward. I think an in-person conversation would be preferred. And I think asking the customer to come and sit with us versus what we know the alternative is can be a repo, I would say this is part of where we can have a positive impact. And some dealers aren't going to want to do that. I really like that he turns that over to, is it Ashley? Amber. Amber. He turns that over to Amber. Yeah. And Amber has those conversations. I mean, I like that he's given her the... the ability to be able to do that and probably makes him hard. He's filled her toolbox with tools that she can, and I'm sure he has final say on all of those things, but it's so important to give your team members the tools they need to be able to have that kind of conversation. And so what you mean by tools can be authority. Like they have to be able to, they have actual remedies and they have the authority to use those remedies. And so I think that's part of what can happen there. But yeah. Thanks again to Nick for making time to chat with us and to share with other dealers. Cause I do think a lot of what he shared there is, uh and and this is not just because he's a student of ours is he really obviously has a lot of uh great ideas and uh and has continued like he's in a twin group and um he still does b-eight and goes to conferences and he's always learning of course and you know that's that's an It was such a pleasure to get to know him and watch that evolution yeah and uh i'll just put note you can find in our youtube channel the wednesday before thanksgiving we featured you know he did a turkey giveaway which he's done but it's an example of how nick is very community-minded and how he he reaches out to a community and and has a lot of great ideas and they they do a good job of staying connected with other businesses in the community well and that's part of the thing you know we talk about being connected with the community there are multiple organizations that he is an active participant in. And some of them are religious and some of them, you know, so he's, he's, charity stuff is that he is a participant in those those organizations and you don't see him doing it with the expectation of anything in return no he doesn't because he likes to help people yeah and he likes to stay connected and be an asset to his community he likes his business to show up as an asset yep yep absolutely just um appreciate that what great great conversation yeah i really did all right well thanks folks um we're not we're taking a break yep you can always find you know we didn't need to do reruns because you can find all of our reruns on our youtube channel so we won't be we won't be posting reruns right yeah yeah if you want to um yeah we're gonna i'm gonna stay around and just uh eat sweet stuff and get fat so you will you know when they have a really great dairy close by that makes great eggnog Oh yeah, sure. So you won't see us again until January. I'll have bigger cheeks by January. Everybody, thank you so much. Thank you so much. Thank you, thank you, thank you. Happy holidays. We're going to be missing you. Merry Christmas. Happy New Year. All of those things. I hope you guys have a great holiday season and we will look forward to seeing you on the second. Alright everybody, thanks again. We really do appreciate it. when you're taking your time to listen. All right. Have a great day.
