Your Most Important Number for Business Growth With Tom and Karen Pierce of KMP Consultants

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If anybody out there is looking for business guidance, business, coaching,

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helping assistance in finding their men.

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I don't know that there's anybody else that I know in this space that I

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would give a, a higher recommendation to as good as we are managing Google

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ads, horrible managing businesses.

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One of the things that we see a lot in businesses is people are focusing

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on the growth, but if you don't have the systems behind it, if you

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really don't have a handle on your operat, All that growth is gonna

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fizzle cause you can't deliver on it.

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And I think the thing that we hear consistently is as a leader,

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they're overwhelmed by the numbers that they're trying to track.

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They might have 20, 30 different kinds of metrics and it's like a

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deer in a headlights kind of thing.

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There's so much there that they don't know where to focus and, and drive it.

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And what we see with entrepreneurs.

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Oftentimes they're so focused on what their, their top line

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is, what their revenue is.

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Cause that's some sort of badge of success.

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Yeah.

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Revenue's a vanity metric.

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Hey, it's custom with your daily Google news, and today I'm actually really

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excited to traverse outside of Google.

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Just a little bit and talk maybe more about how to.

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Improve the efficiency of your business, probably your agency.

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Cuz I think most of our, viewers are agency owners as good as we are managing

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Google ads with horrible managing businesses, which I think tends to be

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more true as the business grows in scales.

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And so I've got some friends of mine that I would consider to be mentors

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they've been super helpful for as long as I've known them actually just

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with really, really solid advice.

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So I'm really excited to welcome Tom and Karen of K M P consultants.

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Excellent.

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Karen, thanks for being here.

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Thank you KA for having us.

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I, I have a problem, which is my first company is called Kio global.

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And so the minute I start seeing your URL, I just wanna say

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that, cuz I've said it so often.

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So I wanna say Kio consultants.

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So I, like your URL.

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I wanna steal it.

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Yeah, well it's, Def func.

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Now you can have it, but KMP consultants and what's interesting

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about KP, I think is you take something that is massively inaccess.

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Which is the, business operations system.

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Right.

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And, you kind of truncate it and I don't mean simplify, but give us

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something that can actually be used.

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And what I'd like to do here on this call, if you don't mind is maybe

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for our listeners, especially those that, couldn't necessarily afford

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a high level business consultant.

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Give them that first piece.

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Like what's That you see wrong with businesses.

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And I know we talked a little bit about it before recording.

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And then what's the little hinge that moves the big door.

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how do they potentially fix that thing?

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If that's a, fair, I know it's a big question.

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I'm hoping that's a fair question.

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Well, that's, a good question because one of the things that we see a lot in

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businesses is people are focusing on the.

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So they're really excited about the marketing.

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That's really sexy managing the business.

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I mean, most entrepreneurs, most business owners are really excited

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about the idea and about getting people to embrace the idea and making those

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sales and tracking revenue growth.

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But if you don't have the systems behind it, if you really don't have a handle on

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your operation, all that growth is gonna fizzle cause you can't deliver on it.

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Right.

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And eventually what would've been a really successful business gets

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bottled neck by the business owner.

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There's just only so much time that they can devote and manage all the little

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details that they've been so used to managing as their business really gets

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too big for them to handle as one person.

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And so what we're really excited about is when we can come in and help

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people understand their business, be able to step out and enjoy the growth

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while being able to know that their business is gonna operate effectively

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without them spending 24 7 on it.

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And I think the thing that we hear consistently is as a leader,

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they're overwhelmed by the numbers that they're trying to track.

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They might.

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2030 different kinds of metrics.

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And it's like a deer in a headlights kind of thing.

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There's so much there that they don't know where to focus and, drive it.

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we got introduced to a framework.

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It's called the mind framework, but mind methodology framework, but the, really

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exciting thing for us in, working with that is it laser focused us and our

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clients on the one number that was gonna help them drive their business most.

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Now for most of us, it's probably some form of profit things like that.

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Nonprofits that might be different, but it really.

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Cut through the confusion that I think we all struggle with and really allowed

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us to really focus on that thing that is really gonna make the biggest difference.

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So it's interesting cuz you're speaking to my heart a little bit

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in a separate microcosm, we have to do the same thing with Google ads.

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Inside of Google.

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There's, there's an unbelievable amount of metrics that are available to you.

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And, they're all noise.

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If you don't know your, goal, if you don't know, and, we make clients, if a

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client's gonna sign with us, my sales team is not allowed to submit a client unless

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the client comes equipped with a goal.

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That's actually that we can track.

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So, , ROI or CAC or yeah, on lesser extent, TRO as or TCPA.

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So you mentioned the one number being some type of profitability.

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Which makes sense, but are you building the lag and the lead

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indicators to that number?

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So you can kind of see the way that the bridge functions?

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Well, we should back up just a little bit, cuz depending on what stage of business is

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in it may not be profit when you're first getting started, you need sales, right?

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You need to generate revenue.

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You need to have cash flow.

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As you're growing profit would be something once you've got, expenses

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taken care of, and you've got that traction, you've got a real

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business that that's moving forward.

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Then it may move into net profit for software companies.

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A lot of times what they wanna get started is get subscribers.

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I mean, that is the first key.

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So it really depends on the stage of your business and the type

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of business as to whether it's profit, but for profit business.

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Really wanna maximize profit.

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And what we see with entrepreneurs is.

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Oftentimes they're so focused on what their, their top line is,

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what their revenue is, cuz that's some sort of badge of success.

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Yeah.

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Revenues, a vanity metric.

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oh, it is.

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Yeah.

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And unfortunately it's also one of those metrics that will, deep six,

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their company pretty fast because a lot of them, they may be making

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millions, but they're spending just $5,000 less than that revenue figure

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and all the expenses and ads and such.

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So they're really not taking home very much.

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Whatever any point that is.

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So here's maybe the magic question, right?

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And I'm not asking you to like give away the secret sauce, but

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if there's a decision engine, For finding out what your one number is.

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Is there like a decision tree or a quiz that we can take or how, would

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somebody even even get to there?

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Cause I imagine it's multi variance.

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Yeah.

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Well, I mean to that point, actually on our website, there's a little

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worksheet where you can actually work through and you can actually step,

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so if you go on the website K and P consultants.com/mind methodology.

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There's a place that you can, obviously you gotta give us your

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email and we promise not to spam you and all that good stuff, but you can

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scroll down there a little bit right there, right under the baseball,

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right under the baseball analogy.

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There you go.

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And that will actually take you through and help you figure out

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what your most important number is.

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And by the way, mind is really just an acronym for most important

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number in drivers and drivers are just the work that you do.

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The category of.

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So you can go in there and you can grab a worksheet and there's other worksheets

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that we provide you to kind of work that through so you can get started

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on, generating that level of focus.

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Yeah.

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It's just a, process that we help you think through your business,

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through those, downloads.

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So that you're, first of all, looking at what's involved in your business, what

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really actually creates business for you.

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And what is that, metric that says.

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We're winning.

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We're actually killing this versus saying, oh, I'm doing really great on

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lead generation, but there's nothing coming out the other end for example.

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And, I wanna go back to your question about leads and legs and things like that.

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and certainly I have used that same idea, but I think that actually

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leads us into a little bit of.

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Down a bad path in some sense.

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So yes, the, platform that we use can do lead metrics and it can do all sorts of

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different kind of KPIs that you wanna do.

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But I think the lens that we tend to work with our clients through is the

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lens that says, what should we do now?

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That is gonna have the greatest impact on improving our most important number.

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And that's really the lens that you learn.

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And if you ask the decision engine question, that's the decision engine is,

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really just always being focused on, that.

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And it's, interesting how quickly a subtle shift like that can.

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Change the culture and change the thinking, a fellow, that mutual friend of

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ours, who you met down in Costa Rica.

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We've been working with them for about six, two months now.

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And their team has already adopted this language of what are we doing.

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And isn't really improving in their case that profit.

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And they we got the report last week from them that then in basically 45 days,

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they'd improve their net profit 32%.

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Just through that conversation.

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And so it's like, we focus on this.

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we focus on how to do the work that improves that and they immediately

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impacted their profitability and they also shared with us that.

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their CEO said, Hey, we got more done in a month than we had in the previous sixth.

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And their ops manager said, well, not quite, probably more like the

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previous two years . And, it was just a change in the languaging for

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the people listening to this, that's the thing is pick that one thing.

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What's the most important thing and always think through is what I'm doing now.

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Gonna have the greatest impact on improving that.

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And if you consistently do that you'll get a lot of traction with it.

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and interestingly, the culture the way that that conversation happens

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immediately focuses everybody.

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On doing that and, little story from those guys as well.

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the ops manager was thinking about, well, I gotta get everything in

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process street and I've gotta do this and I've gotta do that.

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And I've gotta get all this stuff, organized projects, all the pro

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and the sales guys said, based on what you said, where we're capacity

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constrain, do you think maybe hiring is more important and the goes well.

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Yeah.

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you're right.

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I really should be focused on, hiring.

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Not organizing.

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He wanted to do the thing.

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He was good at, not the thing that he needed.

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Right.

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And, that's the human nature.

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Right.

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We get involved in tasks and projects that we can tick off or we can accomplish,

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but not necessarily something that's really gonna move the business forward.

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And the key cool thing in that conversation cost was that.

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it wasn't you need to be kind of thing or what do you think?

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Yeah.

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you're right.

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I think the priority really is this to do that.

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And it was just a sort of, the ideal sort of egoless conversation.

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It's, question, let's talk about it.

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You're right.

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That's the right answer.

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that spoke a lot about creating a level of trust in the convers.

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Well, it speaks to what I really like that you said is organizational alignment.

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Yeah.

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I think this happens a lot with high growth companies.

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It happened with us where we would talk to folks about, me and my partner

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would know where we're going and where we're headed and what's important.

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Yeah.

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But then do your employees, my big thing, I never wanted

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my staff to be incentivized.

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When a client increases their budget because that puts us in that puts

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us in a position of actually not operating in the client's best interest.

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And so my key metric was always retention.

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Mm-hmm are we keeping the client?

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That for me was I don't know that it was the most important number, but

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maybe it was the most important number by which I, gauged my, employees.

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Here's what's funny.

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I never told.

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I never told my people like, Hey, I'm not going after more

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spend, I'm going after retention.

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and dear God, when I told 'em it just felt so obvious to me.

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I was like, why would I even need to tell you that?

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But course that's that's absurd.

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Like they're not mind readers.

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And then when I told 'em, I was like, oh, huge paradigm shift, especially from

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folks that came from other agencies.

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So I love the idea that.

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we're gonna simplify focus and then put this in front of everybody.

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So the troops can rally and everybody knows what they're rallying around.

tom: 00:12:30

This is not a glitch.

tom: 00:12:32

I'm interrupting the video you're watching because I need to remind

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you that I'm always looking for people to join our team.

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So if you're passionate about Google ads and you wanna work with the best

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Google ads agency on the planet, please go to so late.com/apply.

tom: 00:12:42

Speaking of working with the best Google ads agency on the planet, if

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you're having trouble with Google ads and you want professional help.

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That's what we do.

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You can go to.

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So lake.com that's S O L eight.com to apply for your

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free no obligation action plan.

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And if I've given you any level of value at all, maybe think about giving me a

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thumbs up and try to do our channel.

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That's how we choose the YouTube algorithm.

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So they actually know that I know what I'm talking about.

tom: 00:13:04

If you have questions, comments, concerns, or confessions hit

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me below in the comments.

tom: 00:13:06

And now back to your regularly scheduled.

tom: 00:13:09

but then to your point, too, at the top level it would be maybe net profit, but

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at each layer, each, department yeah.

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Would have their own most important number, which

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naturally support the one above.

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So marketing might have, Sales qualified leads or X number of leads

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or sales might be conversion rate or revenue, they retention for,

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fulfillment and it can go on from there, but each one of those is going

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to really feed the net profit result.

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Wouldn't it?

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Mm-hmm if you're picking the right one.

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And there are other KPIs that we might add into it, but there are only KPIs that

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would help us make better decisions about improving the most important number.

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Well, that would be the really key thing too, is once you have the, the most,

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I'm thinking of a hierarchy in my mind.

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So you've got your, most important number organizationally.

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And then as you break it up by departments, I could see how it would

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be very tempting for the department to want to go do the thing that

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they're good at that even feels like.

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And here's the example that's in my mind, marketing loves lead quantity.

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Mm-hmm look how many it means.

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I got you.

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It's $3 an email, like, pound my chest.

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and I've always thought as the Google ads agency, when, I'm talking

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to a marketing agency, that's like, oh, we need this many leads.

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And this cost Perle.

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In my mind.

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I'm like, don't you care if they close?

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Like, shouldn't it be?

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So like they want the number of leads and I could even in a silo is the

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marketing director make a point as to how it would contribute to net profit

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mm-hmm or whatever the, key performance syndicator would be, you would really

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need somebody who's able to zoom out.

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And say like, Hey, actually, and figure out how it, contributes to,

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again, in my hierarchy, in my mind, it contributes to the main goal,

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but interacts with the other goals.

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Mm-hmm so maybe, let me ask about that.

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Talking about organizational alignment, how do you get people to choose?

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Do we call 'em mines?

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men most important number.

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So on a per department basis, how are we choosing men's that are

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synergistic or is that a concern?

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Well, it is a concern.

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I'd absolutely agree with that.

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I think the way that you have it is actually the conversation that

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you actually head with yourself.

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There is the conversation the organization needs to have.

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So as a senior leadership team or whatever that looks like decides on

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what theirs is, then the conversation moves to the next layer of the

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organization to have the conversation.

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So if we've all agreed that this is the target.

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Is what you are doing the best way for us to achieve that.

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and what's the measure of success and what's the measure of success.

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And so you would end up having the conversation where Marcus

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says, it's just a number of leads.

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I get you.

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Well, Is that really the thing that's gonna best drive our

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revenue or our profitability?

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No, it's probably something different.

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Likewise sales, you, and you kind of go through the organization that way,

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having the conversation where they have to kind of stand up and say,

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this is our clearest linkage to that.

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And the, team gets to kind of debate.

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I love.

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And that's how you have that conversation.

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Well, could you could have that same problem all the way through marketing

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says, I want number of leads and sales says, well, we want qualified leads.

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And then sales says, I want closed deals.

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And then operation says, well, we want retain deals, right?

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You sort of go down this train where everybody has to be.

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You have to get on the other person's team for a little bit and empathize.

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Right.

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I interrupted you Karen.

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I'm sorry.

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No, That's great.

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But you remember at the top level, you've got all these people who

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have those responsibilities in each of those different quote silos.

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They're focusing on really three drivers that are going to move that net profit.

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If that's your, top level, most important number, and they're gonna

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choose activities that are gonna be cross functional to actually improve

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that number, that's going to drive the priorities in the organization

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below it, which is then going to drive what is focused on in each of those

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marketing sales fulfillment, et cetera.

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So it ultimately cascades down from the top, not just based on

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what number do we wanna chase, but how does, what the activity that's

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going to improve that number?

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Drive the activities further down the organization.

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Mm-hmm and what's fun is you can actually see this all the way down

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to the individual contributor.

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So you get a heat map of the things that we're tracking.

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And you can see small problems arise because they show up as red or, yellow.

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And you can see a problem brewing well, before it ever hits the five

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alarm fire that gets at the, , the leadership level, it says, oh my

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gosh, why didn't we know this before?

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So it's a con consistent weekly.

tom: 00:17:53

With meetings that are highly productive, cuz they're not just status reports.

tom: 00:17:57

They actually have a meeting rhythm that focuses on just what needs attention.

tom: 00:18:04

So they're extremely quick, extremely productive, very collaborative.

tom: 00:18:09

And people walk away with documented the actions that are documented, that

tom: 00:18:13

are followed up on, in a platform that keeps everything in place.

tom: 00:18:17

So there's no meeting notes.

tom: 00:18:18

There's no, I mean, it's all in there.

tom: 00:18:20

One on ones all the way through.

tom: 00:18:22

It's really, really helpful.

tom: 00:18:24

the one I wanted to go back to something you talked about which was sort of

tom: 00:18:27

around the area of transparency, and I know that maybe some of.

tom: 00:18:32

The listeners on here are a little bit newer.

tom: 00:18:34

they're getting, their businesses going and things like that.

tom: 00:18:36

But I think for them, what I would say is the thing that will cause a

tom: 00:18:42

business to struggle is a lack of clarity on what's really important to

tom: 00:18:47

your point about retention in your team.

tom: 00:18:49

Right.

tom: 00:18:49

And how that caused your organization swivel around.

tom: 00:18:52

It's not that you were intentionally trying to obscure it.

tom: 00:18:55

It's just that you hadn't really thought to share it.

tom: 00:18:57

So.

tom: 00:18:58

The point there is, as the leader build into your organization, the

tom: 00:19:04

willingness that you're willing to share, what's really important.

tom: 00:19:07

So your team knows what to rally around and do.

tom: 00:19:10

And that is probably, one of the clearest ways to success is sharing that.

tom: 00:19:15

And one of the clearest ways to lack of success is don't tell your people

tom: 00:19:20

what's really important, and they just go off and make up things on their own.

tom: 00:19:24

You wonder why.

tom: 00:19:25

The organization isn't going where you wanted it to go.

tom: 00:19:28

Right.

tom: 00:19:28

But that that'll kill it as well, Yeah.

tom: 00:19:31

So that, I just wanted to go back to that point, Casa.

tom: 00:19:33

No, it's a brilliant point.

tom: 00:19:34

As a young entrepreneur, I was afraid of my employees knowing how much money

tom: 00:19:37

the company made mm-hmm cause you know, as a business owner, you realize that.

tom: 00:19:42

I brought in a hundred bucks, but like after I paid for rent, light gas,

tom: 00:19:46

marketing, sales, operations, bookkeeping, finance, legal, you know what I mean?

tom: 00:19:50

Like that's, I'm not taking this and putting in my pocket, but right.

tom: 00:19:53

we do 6 million in gross revenue and I don't want an employ, like you make $6

tom: 00:19:57

million, So it was always a fear of mine.

tom: 00:19:59

But what I realized was by keeping that the key performance indicators quiet, I

tom: 00:20:04

had no ability whatsoever to show people.

tom: 00:20:08

The impacts that their work was directly having on the business.

tom: 00:20:11

So now every week we do the weekly town hall, the solutions

tom: 00:20:15

eight weekly town halls.

tom: 00:20:16

It's 10:00 AM Pacific every single week.

tom: 00:20:18

And we go up and all we do is we go through our KPIs.

tom: 00:20:21

Now I haven't done I haven't done a very good job of finding my MINDD.

tom: 00:20:24

We do have ad spend under management.

tom: 00:20:26

That's the thing that every.

tom: 00:20:27

Pointing at, but that's not the most important thing because I don't

tom: 00:20:30

want my people to go out there and beat up on clients to increase ad,

tom: 00:20:33

spend mm-hmm . So I probably need to walk through this exercise.

tom: 00:20:37

that leads me to my next question.

tom: 00:20:38

When are you big enough for this to matter?

tom: 00:20:40

Cause I feel like if you're like, two dudes in a basement, this feels a little

tom: 00:20:44

bit like overkill, maybe I'm wrong.

tom: 00:20:46

When do you think this gets rolled in as far as size?

tom: 00:20:50

So I would say, well, we're worked with an organization, but this was

tom: 00:20:53

developed by a fellow here in the valley as a business head of business

tom: 00:20:56

over on the Mesa gateway airport.

tom: 00:20:58

But They have applied it to two people, organizations, cuz they just like the

tom: 00:21:02

fact that it organized everything for 'em and there's a way to do that somewhat

tom: 00:21:06

economically and that's possible all the way to corporate level thousand that

tom: 00:21:12

this, organization that, the fellow we've met we don't, his organization

tom: 00:21:16

is pushing about 18 people right now.

tom: 00:21:20

they're fully implementing.

tom: 00:21:21

and then of course it goes much, much larger, but it, really depends

tom: 00:21:26

on where you are to a certain extent you're maturity, I guess.

tom: 00:21:30

But I would say if you're less than a million dollars in revenue, it's probably

tom: 00:21:34

gonna be a little bit over California, but, once you start getting above

tom: 00:21:37

that then looking at this and, even if you just practice the basic framework

tom: 00:21:43

you're gonna find it'll pay dividends.

tom: 00:21:45

I think one of the biggest comments that we've seen is that it's so natural.

tom: 00:21:50

Mm-hmm, , it's not here's your KPIs, here's your, goals that you need to.

tom: 00:21:55

It's not a forced situation, but it helps people actually think about the business

tom: 00:22:00

in a more natural way and about their work and what they do in a more natural way.

tom: 00:22:04

Mm-hmm so it's really quickly adaptable and the focus isn't on the system,

tom: 00:22:10

the focus is not really on the results It drives that con and it got started.

tom: 00:22:15

The basic framework got started when the, fellow he bought business out.

tom: 00:22:19

He was $600,000 in debt and three people.

tom: 00:22:22

And he exited it.

tom: 00:22:24

And I think in a little under 20 years, or more than nine figures is excellent.

tom: 00:22:28

and the interesting thing.

tom: 00:22:30

He's in the business was in the aircraft parts, aftermarket kind of thing.

tom: 00:22:35

at the time I think he exited in 2017 that kind of business would

tom: 00:22:39

demand an eight multiple, he got 22 21, 1 21 and a half multiple

tom: 00:22:46

anything over 20, it's kinda stuff.

tom: 00:22:49

What the trail number is.

tom: 00:22:50

I know KPIs are important, but that's yeah, yeah.

tom: 00:22:53

that's a big one it was, and then.

tom: 00:22:55

They credited the framework as a big part of the reason for the multiple, the

tom: 00:23:00

business was running well, but it was also the framework was what was sustaining it.

tom: 00:23:04

so I would back to your question, almost anybody could start it.

tom: 00:23:08

Lee has written a book.

tom: 00:23:09

What's your most important number is out there.

tom: 00:23:11

it's on and you can find out about the framework from that.

tom: 00:23:16

And I encourage everyone to take a look at it.

tom: 00:23:18

And it's now like a bestselling book on wall street, journal USA

tom: 00:23:24

today, whatever, different places.

tom: 00:23:26

And you've got, on our website, you've got the tools to go do things.

tom: 00:23:30

He got his book to get more in depth on kind of how to implement it.

tom: 00:23:35

I think it's actually pretty amazing.

tom: 00:23:37

And maybe just to kinda.

tom: 00:23:39

Close with one or, well, it up to you, we'll be close.

tom: 00:23:42

I guess we can always talk for longer, but, interesting that leash and I think

tom: 00:23:45

he wrote that in the book is Jack Welsh of GE fame actually became engaged

tom: 00:23:51

with, Lee in this and, shared with Lee that he had the framework at GE.

tom: 00:23:56

He could have made GE twice the size that it was.

tom: 00:24:00

So, that's a pretty.

tom: 00:24:02

That's not Fe praise coming from Jack Welch.

tom: 00:24:04

yeah, no joke.

tom: 00:24:06

That's amazing.

tom: 00:24:06

Well, I'll say if you're watching this or listening to this, I wish

tom: 00:24:12

I had engaged with sophisticated guidance so much sooner than I did

tom: 00:24:19

from an entrepreneurial perspective.

tom: 00:24:21

I thought I could do everything myself.

tom: 00:24:22

And to be honest with you, I could, I'm a smart guy, but it, would

tom: 00:24:25

take me years and years and years.

tom: 00:24:27

So sometimes it just makes sense to just go, just go pay the people that

tom: 00:24:30

know Karen and Tom y'all are brilliant, but you're also you, this doesn't sound

tom: 00:24:38

like Paning, you're just good folks.

tom: 00:24:40

like every time is like kind empathic.

tom: 00:24:42

So if anybody out there is looking for.

tom: 00:24:46

Business guidance, business, coaching, helping assistance in finding their men.

tom: 00:24:50

I don't know that there's anybody else that I know in this space that I would

tom: 00:24:53

give a, higher recommendation to, and I hope that people reach out to you.

tom: 00:24:56

I hope they go to this page and they, download this this gift of yours.

tom: 00:24:59

I'll make sure to include it in the show notes.

tom: 00:25:00

Really appreciate y'all coming on.

tom: 00:25:02

Last words to you.

tom: 00:25:04

Well on that same page, they can even sign up for a demonstration.

tom: 00:25:07

We'd be happy to show 'em how it works.

tom: 00:25:09

And they walk away with a really interesting perspective on their

tom: 00:25:12

business in just an hour and yeah, cost.

tom: 00:25:16

This has been delightful.

tom: 00:25:17

We, we appreciate you and, thanks for giving us the opportunity

tom: 00:25:20

to share a little bit.

tom: 00:25:21

This has been great.

tom: 00:25:21

Yeah.

tom: 00:25:21

Well, I love highlighting good people and y'all are good people

tom: 00:25:23

and you're doing something that I think is really ultra necessary.

tom: 00:25:26

And especially for agency owners, agency owners, and I'm

tom: 00:25:29

one of 'em so I can slander own.

tom: 00:25:31

All we're worried about are the tools like, And then the business grows around

tom: 00:25:34

you and you look up one day and you're like, well, there are people here that I'm

tom: 00:25:36

accountable to, and I don't wanna talk to them, And then people start asking you,

tom: 00:25:39

I just learned what EBIDA means recently.

tom: 00:25:41

like there's just this whole world that I want nothing to do with,

tom: 00:25:44

but I know in order to do the thing that I love, I need to contend with.

tom: 00:25:47

And then there's people like you.

tom: 00:25:48

Who, we didn't get into Y's entrepreneurial background, but it's very

tom: 00:25:51

impressive that they can actually help.

tom: 00:25:53

So for our listeners and Watchers you'll hope you'll consider Tom

tom: 00:25:56

and Karen and Tom and Karen, thank you so much for being here.

tom: 00:25:58

Appreciate you.

tom: 00:25:58

Thank you.

tom: 00:25:59

Thank you very much, Casa.

tom: 00:26:00

We'll talk to you later, man.