Starting a business - Your Inner Hater Doesn’t Pay Rent, So Evict It

Most businesses don’t fail because the idea is bad. They fail because year one is harder than people admit.

In this episode, I talk honestly about what it really takes to get through that first year and actually grow. Turning down the voice in your head that tells you you’re not ready. Building something people will pay for, not just say they like. Protecting your cash when invoices drag and reality hits.

We start with mindset, because fear turns up for everyone. You can’t get rid of it, but you can learn to act anyway. From there, I break down how to build a value proposition that makes sense in the real world. Time saved. Risk reduced. Money made. If you can’t explain it simply, pricing will always feel uncomfortable.

We then get practical. How to look at competitors without copying them. How to find your angle. How to set payment terms that don’t choke your business. And the small habits that make a young company look serious and trustworthy.

Branding comes into it too. Not logos and colours. Trust. Being clear on who you are, what you do, and why someone should believe you. Showing up like a professional and then backing it up with delivery.

We also talk about going all in versus easing in. Why runway matters. And why grit, consistency, and humility usually beat waiting for the perfect moment.

If you’re good at what you do and you know there’s more upside than where you are now, this episode is for you.

Subscribe, share it with someone who’s sitting on the fence, and leave a review with your biggest question about year one. I’ll cover it next.

Transcript

Momentum, Goals, And Consistency

SPEAKER_01 0:19

Hello, welcome back to another episode of the World Way Quantum Podcast. Hope everyone's had a blessed week. Thank you, everyone, tuning into Consistency Podcast. Man, that was a good one. I listened back to that actually after I made it. And it's quite weird sometimes because when I get into these states, I kind of don't really know what I do. I do know what I'm saying, but I end up getting into a bit of a flow stay with all. So when I listen back to it, I'm like, actually, there's points in there that I didn't even realise when I was actually explaining it right from the gig though. So big up everyone that listened to that. Really appreciate it. We're we're literally through January. We are one month in. Um, the aim was to release two a month, and we've done that. We've hit that. So this one you could call, if that goes out Monday, probably the first of February. So we're doing it. The aim is to amp it up to one a week. So look, I've said it with the goals, it's consistency. It's getting into the consistent elements first, then gradually upping it when you get there. You don't want to start at 10 a month or one a week and then not deliver it because you're gonna get demoralized and you're not gonna be able to move from there. So remember, every successful win has been done over a long period of time. Nothing has ever been done successfully over a small period of time without consistency. So whenever you create them goals, make them as realistic as possible, but also make sure you're not moving at a snail's pace either. You still got to take action, you still got to do it, but just make sure it's consistent. That's the number one thing. Anyway, let's move on from that because we went over that. Today's podcast, we are gonna talk about building a business and like surviving the first year. That's what it's gonna be. Most businesses, I don't know, I don't even know the percentages. Like 95% of the businesses fail in their first year. Well, before they've even hit their first year. There's lots of reasons why. Okay. Lots of them reasons are down to the fact that the idea is wrong, lots of them reasons are down to the fact the value propositions are not understood and met, and they don't know how they're gonna exchange this service or whatever it is for money, because that's what we're doing. We're exchanging, it's an exchange when we do business with people. And also sometimes people don't are not prepared or ready, or also don't understand their financials, and that can be a huge impact on them actually ever winning. Because sometimes ideas can be great, but if you don't got enough money to carry yourself through, you haven't got enough cash flow, don't understand payment terms as well, which also a lot of businesses get sticky with. You're not going to survive that either. So starting a business is really difficult, okay? And I know a lot of people right now out there right now may listen to this and think, you know what, I want to start a business. They might have been thought about it for a while. It might be a service business, it might be an online business, it might be selling product, it might be, it could be anything, could be any any service or any any sales kind of project or wherever you are. But when you do this, I know for a full fact that you are going through these things in your head about the risk. Well, what do I do it? Is it insecure? Well, what what if I don't succeed? What does it mean for me? How am I going to pay myself if I can't afford or get the business that I need to do? There's a lot of dawning things, you know, that overshadow your head when you start. And trust me, that will never be any different for anyone because when when I started my business, it's exactly the same. I all of them thoughts running through my head. And um, it's quite ironic actually, because I was in the gym this morning and I just you know, you know me, like love to have a chat with people, do you know what I'm saying? Like, like to have a little chin wag, and a guy was in there and just kind of got chatting to him. It's really interesting because we kind of got the cut into the conversation about kind of you know this thing on your shoulder. It's not almost like the devil and angel situation, or like a negative and positive situation. I don't know how, however you want to call it, but you've always got that voice in your head telling you that you can't do something or trying to derail you from doing what you should be doing, always telling you to eat that cake. You know what I mean? Telling you to do the bad things, telling you to maybe, you know, just the the voice that doesn't want you to get out of bed, the voice that says you can't do it, the voice that says, no, I'm you know, we're not able to do this. The the fearful thing inside of your head, that voice there will never go away, it'll always be there, right? I think a lot of people don't realize that, you know, this is not a part of you. Like, well, it is a part of you, but it's not you. If that makes sense, it's a part of always your your your thought process is always gonna have that there, always is, but it's not you, right? That's what we need to understand. You can't identify with it, but you've got to understand that it's not going away. And that and that's a really weird paranopsial kind of contradicting thing to deal with, but it's true because remember, no matter how well we're doing, you can always fall from where you're at. Do you know what I'm saying? You can always you're still gonna have that voice when you're higher the game. Do you know what I'm saying? Getting to the next deal. Well, are you big enough for that? Can you deal with that? Are you able to do that? So that voice is never gonna go away. And that's one thing that we kind of spoke about. And he said, Yeah, you're right, it's true. You know, I said, Yeah, but one thing that we can do is start to not mute the voice because you can't mute it fully, but turn it down a little bit. Do you know what I mean? And not even that. When it does come into it, train the positive side to overcome it. You know what I mean? Don't allow it to be able to fester in your brain, don't allow it to be able to take you down to the places because ultimately, if you act upon them thought impulses and the actions are negative from that thought impulse, negative things will happen from that point, or you won't be able to positively impact from that point. If you overcome, you might have these thoughts, but it might not lead you to the actions that are detrimental, and that's that's overcoming these things. And when you start a business, you have all of that like very heavy, you know. You're excited because you also know that you can potentially really change your life, but you're gonna have a lot of that play into your play before you make them decisions that actually do it. So, first of all, if you want to even play that game, you've got to have the courage to even start. And this is the number one thing, you know. If you don't have the courage to even start, it doesn't matter if your business is gonna be great or it's gonna fail. You're never gonna start it in the first place. So I think that also comes down to number one in my book is having a good value proposition. Okay. So, what is a value proposition? A value proposition is something that you can provide a service or product or whatever, and that product or service or anything you do provide significant value or monetary value to the person that you're trying to sell it to. Okay. A lot of people want to start a business because it's like a lifestyle thing. But you also need to understand, well, where are your competition within that, especially in your area, if it's an aerial thing. Do you know what I mean? And also, is it something that is gonna be able to generate you enough income to be able to survive? And and you know, you've got to do your research. So, whatever that is, you need to go into the market place and have a look at what are other people doing? Where's your competitors? That's called competitor analysis. You might have 20 people in your area doing the same thing. So then now it's gonna be a lot more difficult for you to succeed, right? You might not have anyone in that area. So now you've got positive kind of information to say you can succeed. So the value proposition is really important, but also remember the value proposition is based upon lots of different things in terms of well, how am I going to actually sell the product? Okay. Because, first of all, is understanding well, what are you selling? Is there a demand for it that people want it? Okay. Then the second thing is if people do want it, where's your competition and are you able to sell it? Or are you able to provide that service as well? You know, you might be saying, Yeah, wow, I've got a service company and all the work might be up north and you might be in in Norwich. Well, that's not gonna work, is it? If if you're if you're having to travel there and you can't any more cost or whatever, you need to be able to, first of all, ensure that where you start your business is where you're gonna operate it. Do you know what I mean? That's what I did with Maytay. We we knew I knew this was gonna work because I'd already done it and I was already doing it for a company. So we knew that there was lots of factories, but we also knew the potential as well. Like we was only covering a very small percentage of these factories within where we were when I was working for my old company. And as well, obviously at the time, I knew there was so much more to go at. But I also knew that in the company I was at the time, there was a restriction. I wasn't able to be able to put myself out there because I wasn't, you know, again, there was lots of barriers and and tape around what I'd, you know, one of the main reasons I left that business to start my own in the same thing was because of that red barrier tape. I couldn't actually go expand and make it into something good. So I knew what I did at the time had a huge value proposition. Okay. So what the service that I did was actually tested in manufacturing equipment, and we'd be able to give them reports. This is called vibration analysis technology. We're about to give them reports and we're about to tell them, you know, basically, these big assets, these big machines that basically run production lines and manufacturing lines for all food and could be anything that's been manufactured or made in the UK, is whether these assets were going to fail before they did fail. And that was so valuable for the people or the engineer managers, because they can plan these things in a round of their shutdowns. So if an engineer manager gets an asset that fails in production time, it's a lot of money. Because downtime rates can, you know, depending on some downtime rates. I mean, one of the higher end is literally£10,000 an hour. And if the machine's down for a week, you know, you do the mass. So there you go, there's the monetary value proposition that I was like, oh, okay. So if I could tell these guys and save them potentially, I don't know, even some failures, potentially a quarter of a million for one failure, then can I charge back for that information? I think I can. I do think that is available. And also, within at the time, I looked at the area. Is there plenty of factories around here? Yes, there is. Also, is there any competition? Yes, there is competition, but not a huge amount of competition. And it's quite a saturated, fragmented market. So I apologize for me, it was a go. It was a lot of all of the things that I did before I made my decision. It it made sense me to do that, if that makes sense. But the question is for you guys, if you're looking to start, if if some of them things are no, then you shouldn't probably be going into that type of business. I'm not saying that you shouldn't do business, but I definitely 100% mean you should rethink about what you're doing because the first year, man, I'm telling you, is so tough. It is so tough, man. Like there's no prisoners in that first year of business. You literally, when you get thrown into there, I don't know what it is as well. I think the universe also knows that you're starting something, it tests the hell out of you. Every little thing sometimes can go not right or go wrong, and it's almost like the universe is kind of, yeah, do you want this or or or do or don't you? And I wasn't really ready for that side of like the test because I generally thought within because obviously I'd done my research and I knew all of these positive things about the area and what we were doing. I thought we were just gonna be busy in the first six months. I generally thought we're gonna slay this. I thought, yeah, I have customers. I already figured out kind of the money and I knew exactly how much I could charge a day, and already figured out kind of roughly where I wanted to be at as a target. But I'll be honest, we felt so sure. Well, I felt so sure because it was just me at the time. And it was very humbling. You know, you will get humbled in this, no doubt. And if you don't, then I don't know whether you'll go to the high highs. You need that humbling experience, you need to be able to go to the limits and really testing your patience and and understanding, and that's exactly where I went. And that was with all the information that it was. So, number two, you need to be resilient. All right, if you if you're not resilient in this game, you'll get nowhere, you'll get nowhere, and you've got to keep going. Like, I remember when I was kind of three, kind of six months in, I really needed a contract, yeah. And it was getting desperate, it was. I remember it, you know, you're reaching out to people, and it's difficult when no one knows who you are. And that was also another thing that I really misinterpreted. You know what I mean? Like the brand look really good, and I'll get onto the branding next as a as a thing that's really important. And everything looked really good, but people didn't know who I was outside of my network. So growing that network is really difficult before you've started it because you need to start it for people to know you are, but you also need customer bases and testimonials and kind of feedback to be able to promote your business and say this is why you should come work with me. But if you don't have that, it's difficult, innit? You know what I mean? You don't you don't have any kind of work to show people what you can do, and also people know you're a star, people know you're a new business as well. Because trust me, they're gonna do business with you, they're gonna research you, they're gonna look at your website, they're gonna see your incorporation date, they can see when you've started. So that first year is really also important not to lie. Do you know what I'm saying? Because if someone does really want to work with you, I guarantee that they've researched you. So lie to people saying, oh, you've been established longer than you are and you've got more customers when you've started up is difficult. So I think honesty is very, very real. But also, you have to play the game a little bit as well. You've got to fake it till you make it a little bit. And I tell you, that's number four is fake it till you make it. That's that's that's but we'll get into that a little bit later. So yeah, make sure that you can be resilient. You've got to be able to be a dog out there that first year. You've got to be able to train yourself to be a dog out there that first year. Do you know what I mean? And also be prepared, man. Be prepared. Like for me, I had a back, I had a bit of a backfall in money, and I've and I'm so glad I did, because if I didn't have that, we wouldn't have made it. We wouldn't 100% categorically would not have made it. Okay. Because you have to think to yourself as well, within that period when you start up, how much you have to pay yourself to pay your bills? How much you're gonna have to cover for your kids, how much you're gonna have to cover for living expenses. Remember, as soon as you quit your job, you're not earning an income. Okay. So you have to be able to say, well, how quick can I earn enough to cover my basic expenses? Do you know what I mean? When you started, but also to be able to say, well, look, if I can't cover my basic expenses, I'm not going to be able to earn the money, I'm not going to be able to pay my bills. Business has stopped. I need to go get another job. Soon as you need to go get another job, soon as that becomes a reality, you failed because you're not able to work on your business. You know, the side hustle thing, I'm getting it. I mean, a lot of people hear that, you know, start the side hustle first and all the rest of it, build that gradually. But you know what? That's difficult. I don't, I don't think, I don't, I think some, don't get me wrong, some people may have made it work, okay? And I see a lot of people on the podcast and and more kind of bigger mentors talk about the side hustle. I think Gary Mead talks about it quite a lot in terms of, you know, getting from work and then hustling that for four hours of your day and then transition over. But I do think that's difficult because when you're working, you're already dragged. All right. You need energy, you need good life force to get into what you're doing. And when you're focused on one thing and you've got that one thing that you want to make work and you focus on it, I think you've got more chance of making it working. Do you know what I'm saying? But uh, for me, it's just getting prepared for these moments, you know. Make sure you've saved money. If you've not, if you want to start a business, you've saved no money and you've got no fallback, then you've not you're not prepared. You've not already, you've not thought about this. You're not you're not prepared yet. You need to wait until you build enough to be able to be able to fall back on. Because the problem is if you go commit to something and you have to quit and have to go get another job, think of all the money that you've already put into it and the time and the effort or whatever. And if you fail again, you go back, it's going to be very difficult to pick that ball back up again. Do you know what I mean? While you're working, do you know what I mean? The one reason why Maytay worked for me is because I could put every single hour of the day into it. Do you know what I mean? I was like a dog out there. I was going out trying to meet customers, LinkedIn, networking, social media. I was in everything that I can so everyone knew who I was, and that really worked for me. But if I was already working at my job, I was already doing that, and I was already driving to site and you know all the rest of it with two kids. It's a lot, it's a lot. I mean, I was getting, I was knackered anyway when I got home from work because I was very drained and mentally drained from the fact that I was working for people that didn't care about me. That was already draining me. So I don't know, I don't think I could have side hustled this. No way in hell that could have worked. For me, it was good go all in, but make sure that you go all in with good information. Okay. Number three, it's branding. Okay. Branding can be done so effectively for so cheap now, especially with AI. Like when back when nine years ago, we didn't have these AI logo generators. We didn't have all of this stuff. We didn't have, you know, all these things that we can do now that make my life so much easier. Even social media kind of AI scripting prompts, and you know, you've got, you know, Opus that can create all the clips and all, you know, the clip that you're gonna probably see this one right now is probably being done by Opus clips that has these AI functions that allow us to be having to make so much more content without actually wasting the time to post it and schedule it and all of that. Okay, we didn't have that back then, but the one thing that was still very important regardless was the way the business looked and also the way the business conducted itself, but not only that, what the business stood for. Okay, so a lot of people get really confused with branding, they think it's just the logo and the colours. And I'm not saying it's not, it's a very much the important part of it. But branding also is the identity of the company, and also what is that company here to do and what does it stand for? What does it what does it stand for and what its morals and how does it stand up? Do you know what I mean? So you've also got to really think about you know your value proposition and what you're doing, but also what can differentiate your business from every other competitor? Is it because you care more? Is it because you know you've got more of a customer service? Is it because your products that you make are more higher quality? What is the one thing that makes your brand your brand? And you've got to be able to communicate that with the people that you're trying to sell to. Because if you can't connect with that part, then the trust part is really difficult to connect. And what do we need to basically sell things is trust from people. That's what they do, especially when service-driven, what we do and maintain, because service-driven is a service. You know, you've got an engineer there, you've got that communication, you've got the relationship, and also you've got does this person care about what they're doing for me? And how do we ensure that we are really giving a really good service? So remember, branding isn't just purely in the logo and the colours and what you've got. It's a very important element to it. It's also in your identity. But when you do really understand what you do differently or your unique set of point or whatever you want to call it, that needs to be integrated into your brand. So for maintain reliability, one of the things that was really, really successful for us was detect, solve, improve. And the three-way kind of words, you'll see this very commonly in a lot of different industrial processes, not industrial or commercial. The three detect, solve, improve, it rolls off as well. But what's very clever about it, it allowed us to be able to separate our three business models and maintain reliability. We do really have three different businesses that work with inside maintain. And one is the detection, which is a conditional monitoring work, like the vibration and the surveys we do to identify with reports. You've got solve, which is the engineering service work where we actually solve the problems where you haven't actually fix things, then improves more the consultancy stuff. How do you run better? How do you run effectively and efficiently and effectively? And you can also do that reliability study on your own business because it's very similar in terms of how do we get more effective in what we're doing. But very clever there, we've got a three-way loop, but also it all connects together. So when we detect a problem, we can solve it, but we also want to improve it. And that's what reliability means, and that's what reliability is. So that's our unique selling point. But when we really communicate that message now, it really makes sense and is in the story. But that is a part of my brand, okay? As well, we made the website like look amazing. And you know, the next bit is fake it till you make it, you know. But I'm gonna kind of say here as well, we made ourselves look bigger than we are. We and I said I obviously I'm not contradicting what I said, you know, you don't want to lie to say you're not a star because people will figure that out. But at the same time, we kind of want to look like you are the business, regardless that you've started that year as well. And you also want to make it look like you are working with at least a couple of customers, which can be done quite easily, even if you're not. So that's the fake if you make it, but you've got to make sure you deliver because if you don't, then we'd never got business anyway, have you? If you can't deliver to your first few customers, but experience-wise can be shown within your website, it can be shown in terms of what you're doing social media-wise, and you've also got to get yourself everywhere, man, like every social platform, LinkedIn also is so crucial. I mean, I knew some business people because I used to go to a uh a business called B I in Norwich, and I used to obviously be there every Friday, but oh my god, some of them didn't even have a LinkedIn profile. And I was like, how are you networking with people? It's great, you know, face to face, I get that, but that's I'm not saying that's not important either. That's very important. But the fact that you're not even on LinkedIn, what about all the other social media platforms that you can get customer base from? You know, attention can need to be driven from everywhere. Do you know what I mean? And you could also brand yourself through LinkedIn, like the posts you put out need to be representative of your company. Do they look good? Are they well written? Is it obvious that AI drivel? You know, I kind of need it and I scroll through it. And it's obvious people are using AI. But I use AI, right? But I prompt it from a place that holds my values within my business and it makes sense. And I also proofread this shit. I'm not just throwing any old crap out there. That's another thing as well. Don't just do social media for the sake of it. Understand what you're trying to do with it to be able to get an outcome. Because if you're just throwing posts out there, you can actually damage your brand. And that has been seen by me and lots of other people in terms of what you're doing. You don't want to have a poor, you know, experience, a first experience of your brand, and people have not even used your service yet, and you've made it look worse. And that's very, very true. It's something that can happen if you're not if you're not careful as well. So yeah, really ensure that the branding part is down and foreign first. And please don't use cheap, you know, cheap looking logo. I mean, I know there's a lot of uh AI generated logo things out there, which is great, but don't just throw any old logo up and just say, yeah, that'll do. You know, really think about what you want your business to look like and think about what's that gonna look like on the side of a van? What is that gonna look like on the website? What is the logo really is the number one thing that represents you. And for me, I used a professional uh guy, Joe Wheeling. He's still about doing logos, he does all sorts of design work, and the guy's a genius, but he's really good at creating simplicity, but making it look prestige, and that is really, really important as well. And you've got to make it look prestige, you've got to be able to make it look bigger than or better than what it actually is. Because if you can't do that, then you're not gonna be able to resemble the value in what you're doing. Okay. So number four is fake it before you make it. I mean, how many times me and Will talk about this element of what we did when he started to come on with me after the four years? But obviously, he weren't there when I first started. We're talking like startup. But again, when I was there, it wasn't fake it, I knew how to do what I needed to do. But when I had the meetings, I had to really believe that I was doing this for lots of people. You you couldn't come across desperate, you couldn't come across like you didn't have customers because if you did, you would lose the game. And sometimes you've got to be able to talk yourself into a level of delusion. I I don't I don't recommend anyone start business into something they don't know and just throw themselves in there because you're gonna probably fail. Do you know what I mean? Because you don't know what you're doing. But when you do know what you're doing, you or you know, for example, say you you know worked at a job for years and you know how to do it and you know how to make it better. That's generally where a lot of service-based businesses come from. You know, start a job and you think, hang on, I could do this 10 times better, is exactly what I did, and that's what I did. Um, yeah, great. But as well, if you're starting something brand new, this is this is also difficult. Have you tested the walls with it? Have you really understood what you're doing as well? Have you really understood how to be able to move the needle? Do you know what I mean with that product or service or business or whatever it is? But remember, faking it for you making is not about not knowing, it's about just saying, right, having the confidence to say I can do this and throw yourself in there because I tell you, when you let your doubts overcome your positivity in this game, you will lose, man. You will not get to where you need to be. Do you know what I mean? So, guys, I thought I would just jump from quick podcast, 25 minutes roughly that we're looking at, but look, starting a business isn't isn't easy, but if you're thinking about it, it can completely change your life, okay? When you're not governed by a wage, okay, and that might be a great wage, but when you also put fate into your own hands, and that's what the one thing I love about having a business is that if it does really well, there's no ceiling to where it can go. When you work for someone, there's always a ceiling. And generally the higher you go up, the less you kind of benefit because when you're kind of working your way from a company, when you work to the higher levels and you get to management, there's more responsibility. Don't get me wrong, you have more money, but the problem is you get taxed a lot. Do you know what I mean? When you own your own business, there's ways you can maximize the money you earn. And a lot of people are going to know, well, trying to avoid paying taxes. I'm telling you now, when you're earning a lot of money and you're earning a lot, and you're probably employing people as well, you know, you have to think about it. We've got 10 on our payroll. Do you know what I mean? There's people already paying tax through the building of the business. We're giving back tenfold. But they still penalize you for trying to be able to maximize what you're doing. But what I'm saying is that that just that's just one element. Don't get me wrong. Of course, you're trying to be able to enhance your personal situation. Because why would you start the business in the first place? Of course, we all want money, of course we do. We all want abundance. But money's not just it's not just about having money, it's about having financial freedom, but it's about having freedom. Going holidays, having experiences that you can never do without. Like, surely that's the game, right? Do you know what I mean? And that's the thing. The reason why I feel like if you're really good at what you do and someone's willing to pay you a lot of money to do it, why could you not do that yourself? Have a think about it. Could I do this myself? Am I in a business that requires lots of overheads and lots of things, or is it more consultancy? Can you do freelance? Could you be able to sell your knowledge without having the middleman? Because you have to remember that is kind of what it is when you start the business. Okay. You are kind of, and anyone in that situation, I wouldn't even mind myself, we have to have workers, we have to pay them. But they all have to be able to pay their way as well. And they have to be part of the system. Do you know what I mean? And we we have maintained, do try the hardest to give the best money possible in very competitive in our market. We are, we're very good at what we do. But we also got to run a business because without being able to do that, you don't you're not able to run. So do you feel like you want to maximize your own personal position? Do you know what I mean? And you want to start? You know, what I'm actually going to start doing as well very soon is coaching. I'm going to start coaching people on one-to-ones. I'm going to start selling my time a little bit with this. And if anyone is starting a business and they want me to prove read their business plan and go through these elements of what I've talked about, I've talked about four today. There's probably telling total that you need to go into a bit more deeper depths with to be able to maximize your success path. I can do that. And trust me, an hour of my time could save you a lot of yours. So it is something that I'm I'm looking to do. And I do know I'm excited about that to be able to help other people. And I want this message to go far and wide. Do you know what I'm saying? And you know, a lot of people don't, well, why are you qualified? Well, well, I've done it. You know what I mean? And it weren't easy. I've learned from this, you know what I'm saying? And then I'm trying to do it with two other businesses anyway, which is obviously this podcast and obviously the music. So I'm now taking my own advice and starting to go into another area. Do you know what I'm saying? So yeah, like these are these are the things I think very important when you start a business. And you know, we can kind of go from there, but there's plenty to talk about. There's plenty to talk about, more subjects to cover. But guys, I really hope you enjoyed this one, and yeah, we'll be catching up real soon. And I'll catch you on the next one. Thank you.