Hey, good afternoon everybody. I'm Stuart here. I am with Liz Trotter. This is, I guess the Christmas Eve show for smart business moves this year, even though it's not Christmas Eve, this is the closest we're gonna get to it. Yeah, it's Christmas Eve-ish. It's our Christmas show. Yes. It's what we could say.  Yeah, I hope that Danique comes on to see this hat that she sent you and how amazing it is. Actually, my good friend would say it's amazing. It's so awesome. And I had to dump the green screen because you wouldn't be able to see it if the green screen was working. Oh, Linda, I've already been on a call with her today.  But Tom, I don't think anybody can even notice what I've got going on when they see that tree. I struggle to see anything else but that tree. It's amazing. Am I right, Paul? I know, Danique. It's so cute. All right. And we'll introduce our guest today, Joe Walsh from Snowy Portland, Maine, which is probably about as close to the North Pole as I would want to get anyway. Well, closer than any of us, yeah. That's right. We don't have to go very far. Yeah, thanks for having me. I had to leave the call for a minute to go grab my hat. I didn't know that there was a hat that hats were allowed. This is great. I need to figure out a way to. This is the hat I wear when I'm putting the Christmas lights on my house. Oh, it's so cute. Oh, okay, you guys, speaking of Christmas lights, have you ever seen the permanent Christmas lights that they have, house lights? My son-in-law just put them up on his house. They're amazing. They're permanent and you can change every bulb. Each bulb you can change to any color. So you can run like Valentine's Day and Fourth of July and Halloween and any color scheme that you can think of, you can do on these lights. I'm like, they are so amazing. Oh, that's cool. And you can do them in any, so they can run, they could flash, they could flash like in chunks like red flashes, white flashes. I'm having visions of like Christmas vacation.  No, because he has them on doesn't really sound like it, but there's a lot of peaks on his house until all he has done is just the peaks and you know, around the house. So it's very, it's very, I don't know the word. Tasteful, it's not over the top. I'm thinking it's kind of sedate, but not entirely. Yeah, so. His neighbors don't talk about him, okay. No, and the first house, their house is the first house you see in the neighborhood. So everybody loves those lights. Yeah, they're amazing, but yeah. Check them out. I'm just laughing, thinking about like that hat being Tom's strategic planning hat, like that's what the money gets on when he's like goal setting and trying to look forward for the year. Let me put my thinking cap on. This is how the sausage is made.  Yeah, it needs something in it to kind of like stabilize, you know, that's what it. Yeah, like it's sticking there. Is anybody on the call crafty? Maybe you could send it out to somebody on the call and like. I am, I'm very crafty. Send it to that little thing.  All right, well. It's awesome having you here for like our last show for Christmas. That's kind of special.  Oh, two years now. Yeah, two years. I think yeah, just when you said years, I thought it was getting close. Yeah, I guess we started doing this back in March, maybe. Yeah, yeah, March. Two years. Yeah, good call. Remember, but you know, I thanks for the invite and I'm excited to be here and hopefully I can share some things that will be helpful for some folks. And I really owe Tom for inviting me because it kind of forced me to get my planning process for next year underway. So when Tom invited me, I said, yes, because it's going to make me do it. Yeah, that's good. Got the ball rolling. That's right. Hey Tom, Linda has a really great suggestion for later. You just put tissue paper in it, right? And hold it up. What an easy solution.  I could jam maybe five rolls of toilet paper in it, all right? Love it. Or just like two sheets of tissue paper would be much easier. All right, so Joe, I am super excited. I am one of the things. I'm gonna be laughing this whole time. One of the things I have always loved that you do, Joe, is you are really a strategic man. You're strategic in the things that you do. And so I'm looking forward to hearing about your strategic planning. I know that you do some planning and budgeting and how you go about it. Usually when we hear people talking about their planning and their budgeting, they speak, yeah, me too. I meant tissue wrapping paper too, Linda. But usually they speak really broadly in terms of things like, well, I think about how much money I wanna make next year. I think about, and so I'm guessing maybe, maybe not rightly, but I'm guessing that you attack it from a pretty strategic angle. You have an idea. You probably have a little bit of an outline or something. Yeah? Yes, yeah, I definitely do. But also I think a lot of planning, like my planning also starts with very simple objectives. Like for example, you can just, some years I'll start with, I need to make this amount in my business next year. And that amount dictates everything else because then you can just play around with the numbers to figure out how to get to that amount. Yeah. So yeah, I mean, that's a, I start a lot of planning years that way. And a lot of times too, I mean, I have a process that I follow in general. And I did jot down some notes about that process while I was going through it this time around, just in preparation for this call. So I thought that I could share kind of how I approach it. But honestly, I do go into it with some idea of what I wanna achieve, but I always come out of the planning process with something a little bit different than I thought I was going to. So like, I think it's really important to enter the planning process with an open mind and like not be married to any one particular idea or one particular way that you're gonna approach a problem. And also, I'll just say that I try to keep the process as simple as possible because planning is necessary. And I think it helps keep you on track. But we all know that the first day the plan hits reality, it starts to change. So I think that you don't wanna spend, I've learned, I used to spend way more time doing this and it's just not worth it. So... What's the saying, man plans, God laughs? I mean, I feel like that's like, the man, we plan and the industry laughs. It's like, yeah, you're cute with that. Yeah, the world laughs at us or, you know. Let's see how that plays out. COVID's laughing at us, whatever it is, you know. Now COVID's part of it too. So... Something's laughing. But it's really no different than any other unexpected. I mean, it is different, but now it's just kind of becoming a part of what we're dealing with. So would it be all right if I just kind of jumped in and started to talk about what I do? So I was gonna put this, yeah, the only thing I have written for this part is on my whiteboard back there and you probably can't read that. So I'll just start by explaining that the first thing that I start with is looking at the previous year and the goals versus actual. So it's a great time to take stock of like what last year looked like and how we did versus our goals for last year. And I am not as disciplined as I think I'd like to be around revisiting those goals every quarter because again, you get pulled off track and I think it happens to all of us. But definitely at this time of year, I go back and I look at how did we do goals versus actual. I look at the main goals that we set the previous year but then I'll also look at some other metrics that I feel are important but maybe like we weren't totally focusing on. So like here's just a sample one here. So like this would be other KPIs. So it's like stuff that we're looking at that's not necessarily our main goals but we've got like revenue which believe it or not was not a main goal last year. I just thought things were too unpredictable and we were shooting at other goals but unplanned absence rate, shift capacity which is how we measure our total capacity. It's another way of saying full-time employees I guess but a more useful way in my experience a customer account, customer retention rate and our scorecard rating and made central. So those are some other metrics that we look at but we didn't have them set as main goals last year. So I kind of look at everything together and just take a snapshot of the business and see how we're doing. And what I'll do is this summary document that you see here it's actually just last year's goals document and you just add a column. So I try to keep it simple. So I'll like create a document and word with a table and it's got all my goals on it and I never have more than three main goals. And then when you want to create your goals versus actually just add a column. It's that easy. And you just share it with us. Say that again, you only have three main goals? Three main goals, yeah. For the entire year. Yeah, so actually let me just, can I share my screen? Absolutely. Here. So it might start looking something like this. These were our actual goals from 2019. Not sharing yet, Joe. Yeah. There we go. All right, so I'll hide this for now. We're gonna get to that but just do one thing at a time. So these are our actual goals from 2019. So I try to keep it super simple. I just write what our strategic objective is. So kind of like a verbal, like these are the things we're trying to accomplish or this is the thing we're trying to accomplish. And then the KPIs are how you measure that thing. So how do you know you're getting there? And so our strategic objective in 2019 was to stabilize the business, specifically reduce our unplanned absence rate. So that's callouts basically, reduce employee turnover and reduce injury rates. Those were our three primary goals. You'll notice revenue isn't on there. Now I pay attention to revenue. What we look at it, we look at it at least once a week very closely. And then I'd probably check it another couple of times through the week. But revenue is definitely something we look at but it's not in our strategic goals for the year. Because we were having, we decided, and it was really me who decided, look, I've got a bigger problem here than revenue. And we have other disability issues in the business that are going to affect our ability to grow in the future. So we've got to really focus on these. So spelling mistake there, look at that. See two years later, I'm still finding spelling mistakes in my work. But anyway, so these are our goals. And then a little bit on the bottom, I like to add this for my team about why we're focusing on that particular area. And this is kind of part of the process when you're setting the goals. So like in December or maybe January, kind of why are we focusing there? So you just explain a bit here about why and just one or two sentences. We don't want a novel, just one or two sentences, why are we focusing here? Make it easy to understand. And it's like, the why is important for people, you know? Yeah. And so it's like important when you're leading a team that they understand why am I focusing on this? And sometimes I have to be reminded. And you often have to remind yourself too. So I put that there as much for me as I do for my team. And then we discuss tactics. And I mean, that's a broad base outline of the strategy part of the process. There's a financial part of the process that goes on as well that's parallel to it. And I think for most people here, you're probably doing your own financial planning or maybe you have an outside person who helps. Does anyone on the call have someone on their team that does their financial planning for them? When you say financial planning for them. I mean like projections, I don't mean bookkeeping. I mean like looking ahead to the next year and projecting. Yeah, it's like projections and budgeting. Yeah. Because I'm assuming everyone here is doing that themselves. So I'm kind of going on that assumption. Yeah. I think it's a safe assumption to work with, especially with our typical audience, Joe. Every once in a while, we'll come across somebody that is doing something different. But I think that's a great assumption to start with. Yeah. So basically, when you're looking at the previous year, so like let's pretend that we're meeting about these goals and we're wrapping it up for the year. There is a meeting, like a meeting format that I follow and it's very simple. I'll just drag my notes up onto the screen here and I'll zoom in so hopefully folks can see it. Let me zoom in on my view here. Yeah, look at that. That's good, we can see that. So this is what I'm talking about now. We just had this meeting this week on Monday. And I love this meeting because it gives you a chance to look back on the year but with your whole team. So I do this, so I have a HR and admin manager. I have a field supervisor and an assistant field supervisor. So it's me and those core folks that sit down and go through, look at the goals versus actuals. Did we meet them? Didn't we meet them? Why? Why not? And the two biggest discussion points are what are the biggest learnings and where did we fall short? And then what have our biggest wins been? And I love this part of this process because I always hear things from my team that I didn't think of myself and I love that. So like on both ends. And we had a really awesome conversation this year about our learnings and takeaways from some of the stuff we learned this year. And it was a tough year, it was a tough year with COVID and all the trouble that brought. So I really like that part of the process. So that's a really important piece right there is to go back and discuss with people and be able to look back. Now you can do this all in one meeting if you want but I typically split it up just because of logistics. It's hard to get everyone in the same room for three hours at a time. So that sort of discussing the previous year I allow for like an hour and a half for that. We took an hour and 20 minutes this year but you don't wanna kind of rush the conversation. People need to have time to wrap their head around what's going on with the business. And then there's a little bit of a teaser for what's coming in our next meeting around strategy which is gonna be looking ahead to 2022 and looking at our goals and doing the tactics. And that's when you bring out this document for the next year and you go, okay these are gonna be our objectives for the coming year. These are what the numbers are. This is why we're focusing on that. And then let's talk about how we're gonna get there. And one thing that's important too is I always send this around at least three or four days in advance of our strategy meeting because you wanna give people time to look at it and digest it and understand it. So what I did this past week, for example is when we had this recap meeting here I presented next year's goals during the recap meeting to give people a chance to expose them to it and also give me a chance to see how people are reacting and see where there might be some discomfort and so we can already start moving towards solutions. So I love giving them that time to process because a lot of people need that time to process to be able to bring their best ideas. So I love that. Yeah, so that's been huge. So I did the recap meeting. Yeah, and then next, so we can't do it next week because of the holiday. We are, and we're understaffed. So we have, I have actually my field supervisor and my assistant field supervisor cleaning which I don't like to do, but it's a holiday week and we like to do everything we can to get all of our customers cleaned around the holidays. So it's an all hands on deck situation. But the week after New Year's Day, that first week in January, we're gonna circle back to the strategic objectives. These aren't our actual objectives. These are old, but we have a new set for this year and they already have them.  We've had that preliminary conversation. They're already talking about it. There's chatter in the office. People are talking about, oh, we're shooting for this. Like this year, we're shooting to bring our employee turnover rate down back to where it was in 2019. Because I'm actually happy to say that we almost met this employee turnover rate goal in 2019. So we got it down to 72% in 2019, which was really awesome. So we did 65, but we got to 72. What would you say? Almost had heard of in this industry. Truly. Yeah, it was awesome. We're back up to 109 this year though. So it wasn't fantastic. But we want to push it back down. So we're going to be focusing on that. But I'm actually proud to say that we almost met this goal. We actually did meet this goal back in 2019, the unplanned absence rate. We got it down to 4.0 even, which is crazy low. Really nice. Super nice. I mean, we had 27 field staff or 28. No, 30. We had 32 field staff, sorry. And we would have like one or two callouts a week for periods of time. Like, it was really awesome. Yeah, it was crazy. It sure is a lot easier to plan for scheduling for everything if you've got an unplanned absence rate that low. You know? Oh, and it's way easier on everybody. Like, it's just so much easier. Oh, it's awesome. And then COVID kicked that right in the Turkish. And now that's like, because now there's child care issues and COVID issues. Somewhere through all of this, Joe, I'd like for you to speak about what happens. You're talking about what happens at the beginning of the year and what happens at the end of the year. But there are a lot of weeks in between those two. And what do you guys do on a weekly basis to actually execute and make these numbers work? I don't know if you're going to be getting to that later. But I want to make sure that we don't miss that part of the discussion. No, that's really good point. And I can definitely talk about that. I hadn't even considered that. But yeah, I will definitely get to that. So but anyway, that's kind of the annual planning. So we've set next year's goals and objectives.  And again, like we talked about the beginning of the call, company goals are really often intertwined with my own goals. So it might be a amount of money you want to make.  That's been my goal for several years of the past few. And it's been great to be able to do that. You know, to say I want to take eight weeks of vacation this year and only work 40 hours a week when I'm in the office. I mean, I can set goals like that. And then you can you can make your business work around that. I mean, you're the entrepreneur, right? So like you get to dictate what your priorities are. I love that you're saying that, Joe, because I know that there are a lot of people and there are people on today that get stuck with feeling like this just has to be a revenue goal. But for a lot of people, the revenue is not the big thing. That's not the thing that at the end of the year is going to make them go, yes, I feel great now. Actually, I was just talking to somebody in one of our groups today, and he met all of his goals, met them early, met them in November. And they were pretty great goals. And he's like, I need to talk about why I feel unfulfilled even after that. And so we came to the whole idea that you're talking about right now. A lot of times it's not just about the money, especially once you get past the place of having enough money. And it is money. When you don't have enough money, a lot of times, like you're nervous about how you're going to make payroll or pay your taxes or whatever. Then, yeah, money is probably the thing you need to be paying attention to, even if it doesn't motivate you. It is. And I think at different parts in the entrepreneurial journey, it matters for different things matter. So I have a three-year-old son. And I want to spend time with him. And I want to spend time with my wife. And so for me, that's been important. And so I've made that a priority. But when situations are different, like let's say, for example, when he's in school full time, maybe I'll return to focus on revenue a little bit more. Because I've been like, well, I've got to pay for college now, so let's focus on some revenue. But I mean, or maybe I want to buy a lake house. Or maybe I want to buy a new boat. I mean, there's a lot of things that can motivate you. Maybe I'm trying to help support family. There's a lot of reasons that money can become a goal, but it doesn't have to be the goal. So yeah, I think Heather seems to agree with that. Yeah, absolutely, Heather. Yeah, it's helpful. So I've always made lifestyle goals a part of my goal setting for my business. But again, it can be revenue. It can be bottom line profitability. I mean, it can be anything you kind of want it to be. So that's up to you as the entrepreneur. Another benefit to being in charge is you get to go after goals that you care about. That are important. Yeah. That are important. I will say though that revenue and profit are a forcing function for a lot of things that are good for your business. So that's why revenue is always there. It has to always be there. Doesn't have to be your key focus. But setting an aggressive revenue goal can actually force you to grow as an entrepreneur and as a person. So I don't think that that's a bad thing either. Yeah, I was kind of wrestling with that. I mean, certainly, food and shelter kind of presses a lot of decisions until you get beyond that. But you've got a lot of different things that you can set as priorities beyond just being profitable. But kind of as a byproduct, could you argue that you almost have a fiduciary responsibility to all your stakeholders to drive profit? Because with the profit, you're able to make better jobs and provide a better business, provide better service. It's like the fuel that makes everything happen. Absolutely. I like that, Tom. I don't think you really have an option. While the profit might not be the goal, I think you must watch the profit. And that has to be one of the first things that you're looking at. Because if you're not a profitable company, many, many times, increasing your revenue is not going to fix that problem. So you can't grow out of every problem. So revenue is not always the answer. So you've got to look at profit first to be able to figure out at least partially where you're going. Actually made me think of a great book if you're looking for help getting financial discipline. It's Profit First is awesome. I love that. I subscribe to some of the, I mean, I didn't, if anybody's read Profit First, you'll know that he's very prescriptive. And he's like, do this now. Just do it the way I told you and yada, yada. And I don't exactly do that. But I do, there are some fiscal discipline lessons in there that I think are really good. So I'd recommend that book if you're interested in learning a bit more about fiscal discipline for business owners. That's for Caliwitz, isn't it? Yeah, we recommend all of his books. Yeah, we love him. I want to point out something that was really, somebody pointed out to me, actually, it was my daughter pointed out to me about Profit First. She's like, Mom, I don't really understand what the big deal is about Profit First. Isn't that just the envelope system? She's like, remember when we were little and when we would get paid, you made us put all our money into different envelopes and we could only spend this money on this thing, I was like, it's absolutely the envelope system. It is. It's like a beefed up envelope system. It totally is. I love it that way. I mean, I think if you know how to use QuickBooks and have some knowledge of business reporting, you don't need to follow that system that strictly. But I think for some people, it could be really valuable too, because maybe you need that level of thing. But for example, one of the concepts that's introduced in Profit First is that he's not prescriptive about how much profit, but you gather that you really ought to be somewhere in the 15 to 20% range. And so I think that 20% is killing it. Anything above that is just overachieving. But 15% would be healthy and you'd want to be shooting towards 20%. And I'm talking about net profit. But I think knowing that number is really helpful. And so definitely I've made the mistake in the past of actually thinking that I had to trade profitability for one of the other metrics. And that is not, that's never an acceptable, well, I shouldn't say never, but that's rarely an acceptable mindset.  That's what I was gonna say. As long as you have a plan, do you know where you're going? It might be a short term. You might say I'm gonna take this profit and I'm gonna put it here for this amount of time to get this return so that then my profit will be back where it's supposed to be. But again, you have to plan it. You do, and I've just seen in this business all too often working as a consultant and a coach with Tom and Liz, so many businesses, the fundamentals of the business aren't healthy. So you're trying to grow, but your payroll percentage to revenue is too high or your estimating process is broken. So you're kind of feeding poor inputs into the system. And so you're growing something that it's just, it's like, it's underperforming now. Instead of being a $500,000 underperforming business, it'll be a million dollar underperforming business. So you do have to pay attention to those fundamentals for sure. A concept here that maybe helps with trading off profit for growth is called the law of 40. And a lot of startup companies use this and they start out wanting to grow fast and making a profit really isn't the priority, but on an annual basis, the law of 40 pretty much says that you take your growth rate and your profit margin and add them together and it needs to be 40% or more year over year. So if you have like a negative net operating loss of 10%, you better be growing at least 50% year over year. And as long as you're able to meet the law of 40, arguably you've got a sound growth strategy sacrificing profit for growth, which you don't want to do is sacrifice the profit and not have the growth either. Yeah, a lot of startup software companies use this to rationalize basically losing money initially for the sake of growth. That's great Tom, I love this. This is gonna be so useful. I've always wondered in a service business, so let's just take in a service business, you would have to be growing at 20% and profiting at 20%. I mean, that's like a 20% net profit and 20% growth. That is kicking some serious, but that's a super high performing service business in my experience, would you guys agree? Yeah, but don't you love that that's the standard that they're setting so that moving forward, I love having this because moving forward, we can point to this and say, hey, we need to be shooting for this. Instead of, I have always hated this random, we just need to be a million dollar company. I much prefer to be looking at this new metric that Tom just threw out to us. Matt, I think it's gonna grow us all much stronger and faster. That's awesome, Tom, good job. Well, it can take the rest of the day off. Yeah, way to bring the goods, Tom. No, now you get to have a Merry Christmas. So, where was I wrong?  And it could be a rational decision to say that, I'm not gonna do weekend work because that doesn't fit my lifestyle. And you can certainly make decisions like that and give up revenue and profit for that. But I've heard people, in some cases, abdicate managing their business responsibly and the name of it being a lifestyle business. It's like, I don't really feel like doing rate increases. So, it's my business and I can choose not to do that if I want to. And at some point, you're kind of just being irresponsible. So, I don't know how that fits in the whole equation. I just don't want people to kind of just take this as a blank check that's, I do what I want. I guess you can, but there's some framework that you need to be responsible while you're doing that. And I'd argue the other side of that, Tom. I love to argue about this stuff. I would say you don't have to be responsible but understand you won't be doing this for very long. Okay, fair enough. That's the option that you're choosing. And of course, you've got clients and employees and a lot of other people maybe banks you owe money to that are counting on you doing that too. So, you're not just letting yourself down but there's a lot of other people that could be hurt as well. Absolutely, your family, so many people. And just like my take on that would be that you need to shoot for a 20% net profit and that the bottom line you should allow yourself is 15% unless you're meeting the rule of 40. I think if you're growing in such a way that you hadn't make any money this year but all the extra money was going into advertising and growing and hiring and all that. I mean, if you have a plan, that's fine, but I always shoot for 15% as a floor and or sorry, 15% I use as my floor and 20% is my target for profitability. So just kind of throwing that out there. So how is the business constrained? Focus your effort and goals there. I mean, I know it seems obvious, but I think we as business owners get distracted by shiny objects. And particularly you'll see, you'll hear a great idea that somebody has and you'll be like, oh, I need to do that or I wish my business did that and you kind of get distracted but focus on where the constraints are in your business and your particular constraints are gonna depend partially on what your goals are. So if your goal is more time away from the business then a constraint could be management capacity. If it's growth, the constraints are most likely in the sales or staffing side in one form or the other. And that's kind of the foundations model of the cleaning business, right? Is that you've got staff inputs and client inputs and you're just putting them together. So if you're having a growth problem, you've got a restriction on one side or the other of that. And it could be a structural issue. It could be a lot of different things, but that's kind of, you wanna look for your constraints and address those. And then this is goal setting. It's an art, not a science. I know you can do whole classes on this, but just real quick goals should be realistic but challenging and based on honest assessment of your team's capacity. And lastly, keep it to one to three main objectives. Just avoid the temptation to set like 10 goals just cause you have the data. So some part of the art and art of this is figuring out what are the three and picking them effectively. That just takes. A large part, I would argue that's a large part. But do you do that for like the entire year? I've seen a variation of that as pick two or three goals and say this is what the focus is gonna be for the next three months for like Q one. And maybe one of those goals carries over to Q two and one of them falls out and a new one's introduced. Have you ever seen that approach? Yep. In fact, I could just add that in there. Can make them quarterly or annual or anything in between really, if you want depends on how quickly you wanna, you know, it depends on, I think part of it depends on what you're going for. But yeah, I think the more nimble I think the more nimble you can keep this the better. Yeah, absolutely. Very good point, Joe. Hey, Tom, could you share? I know you're good at going in and finding the link to a 12 week year. So we have been using this structure in our strategic success groups where everybody sets an annual goal but then it is broken down into, when we use four, so one for each quarter, the four things that you're going to need to do or change to get there. And then we just work one quarter at a time, one quarter, one quarter, one quarter. This book here it is? Yeah, yeah, yeah, that's it, awesome. I think that's the field guide. But if you go there, that's good enough. People can see what it is. And that's helpful too, it's like a workbook. So, yeah, I love the idea because I like this thing that you said, Joe, nimble. I like that word nimble because you are gonna have to change. You know, it's what we were saying in the very beginning, what did Paul say? Everybody has a plan till they get punched in the face. Yeah, yeah. The different things. So that really is, people worry too much, I think, at least a lot of the people I work with about getting the right goal written down. I'm like, and I just push those people toward just get a goal written down because we're gonna tweak it as we go. You're gonna work that goal. And once you've worked toward that goal for a month, you're gonna find out, oh, this is how it needs to be modified. Oh, this is what I really need. Oh, I don't really care about that thing, right? So, I love that word nimble. I don't think we've heard it in context of goal-setting yet. I think it's the perfect word. You gotta be ready to just change it. Ready to change that goal. Yeah, change it and modify it. Yeah, it's awesome. So, then I just have a note here about financial projections. And there's a lot of words, but basically let's just, I'll just pull up a projection sheet. So, this is a little sample one that I did up. And this one is the input for this would have been a profit and loss report from QuickBooks. All right, so it's very simple. You take your profit and loss from last year and it becomes, well, actually it would be year to date. You kinda wanna take it from the current year that you're in so you can look at next year. So, you take your profit and loss from your current year and it becomes next year's budget and projections. Now, there's some funky math you have to do cause like I do my planning in December and we're only 11 months into the year so you kind of have to project what you think you'll end the year at, but at that point you're so close that I'm usually within like a few thousand dollars for my bottom line on my projections when I do them in December. Cause you kinda have a good idea of how you're gonna end the year. This is a really good point to be hitting on again. Derek, I think, brought this up the first week of this month because so many people don't do it this way. They set their goals and then they set their budget on what they're gonna spend based on the goals for the future that they haven't already had. Yeah, you haven't had it yet. So, in my experience, the only thing you know is what already happened. So, I have to base my budgets on what already happened. So, yeah, that's how I do it. So, basically I just take, now what I'm pretending here is that I, this is like a $1 million business congratulations. We made a million bucks this year in gross, that's great. I threw in some numbers here that are, I think pretty good ranges to be in. There's ranges for all of these. So, this is definitely not, but this is realistic. I think this is a realistic profit and loss. So, and then what I'll do is I'll start to kind of mess a little bit with the numbers because there are some things you know are only one time. Like for example, especially right now. So, for example, I had this year, I had a whole bunch of field staff bonuses like $39,000 worth. Now, those were PPP funded. Those aren't gonna happen next year. So, I took those out. As far as we know. As far as we know. So, but barring there being another round of PPP, that's not gonna happen. And if there were another round of BBB, then I wouldn't be paying for it anyway. So, it's not gonna affect my budget. And then, so the wages, I also had to adjust and put back in some cases because I had to remove the employee retention credits. So, like that stuff, you kind of have to look at real outlier things, but just be careful and don't pick out too many things. Don't start going, well, we stocked up on paper this year. So, I'm not gonna buy as much paper. Like don't, it just really big ticket items like that, for example, like PPP money or ERC money that you know you're not gonna get. And if you do, great, it's a bonus, but you can't plan on it.  So, anything you see with a peach thing is an input that I made to change the numbers from last year. So, same thing here. Somebody on here, Joe, asked if that you would be willing to share what you are sharing here on the screen, the different documents. Are you willing to do that? Wait, share what? Like this little example that you have that you've made up, your little annual planning. I think that's what she was talking about was Heather Lowell. Oh, like share the actual document. Yeah, yeah, definitely. Oh, yeah, yeah. Send him over to Tom and then he can put him in the group to be shared or something. Yeah. All right, great, go Heather. We can do it. Thank you, Joe. Yeah, no problem. And so, basically, these are my numbers. Oh, you know, we did 16.42% this year, that's great. Now, let's see. I have gone in and projected that, I'm just gonna take a scenario and say, my goal this year is to make $200,000, okay? So, let's just see what I have to do to make $200,000. So, and then I just start changing this number and I'm messing around with it. And what I would actually do first is make a, what I would do first is make a copy. So, I mean, it's a pretty simple process. You have to be Excel, you know, so I just go like this, I just make a copy, I move it to the end, create a copy. Boom, now I have my, this is my base, which is what I did last year and then this will be what I want to do next year. So now I just start messing with the number. All right, let's see what happens if I increase this to $1,250,000. Let's see how I did. You'll notice that all my variable costs are responsive to this amount. That's why I modified this to make it so that when I enter the new revenue amount, my variable costs like labor, cleaning supplies, workers comp, that other stuff changes along with, it's all anything that's tied to the amount that you pay out in labor or that's tied to the amount that you do in revenue, you have to increase right along with your revenue. And then boom, you come up with a bottom line number and you can kind of see how you would do, wow, I'll actually make 300,000 next year if I can hit this $1,250,000 number and not change anything else. That's pretty awesome. So then from there, you can start backing up your financial projections. Nice. Boom, boom, boom, boom, done. So really one of the things that you're showing, Joe, that I think is gonna be really useful to the people that are watching today is you're showing it in a really simple orderly way. Start here, move here, go here and it doesn't have to be so hard. So a lot of times when people are thinking about annual planning, they get overwhelmed with how much they don't know, how hard it is, how they just get so, such a feeling of being stuck that they don't even know how to move forward. And what I like is that you're showing, hey, just start anywhere, start here. Here's the basics that you can start with and then see where you see what you feel from there. Well, how do you feel? What else is popping into your own mind about what you wanna do? And things will pop in your mind as you start working your stuff that you care about. So I feel like this is super helpful. What do you guys think? Is this helpful? Is everybody on here feeling like this is something that could be useful going into the new year? Oh yeah, hi, Sam. I do. Hey, Sam's on there. I think it is. Yeah. And yeah. I will do, Tom, you like to plan as well. Well, it makes it real. It's very easy to say, okay, our plan next year is to grow revenue by some amount of money or generate this much profit. But you don't really even understand what the inputs need to look like in order to make that happen unless you go through this exercise. It's the difference between setting a goal at the beginning of the year and looking at the results at the end of the year. And this is kind of what happens the 50 weeks in between those two periods. These are the numbers that get you from where you are or to where you wanna be. That's a good question, Tom.  Is it a weekly, a monthly, a quarterly? You just, nope, you're done and not look at it again until you get it. So I do wanna get to that. So let's say you've done your financial projections and I usually do like a conservative scenario and an aggressive scenario just to see how things might play out and know that I usually land somewhere in the middle. So honestly, this 24% down here looks a little high. So there's probably another variable cost that hasn't been changed up here. But basically I'll do those two scenarios and then I'll come up with, and I'll know I'm gonna land somewhere in the middle. And then I check these reports monthly from QuickBooks and I look at how we're doing. And I really like looking at things as a percentage of revenue. So that's a report you can run in QuickBooks. It's very easy and it's easier than looking at the actual numbers in my mind. And then we have a meeting rhythm in the company. So we meet, there's a meeting rhythm so that everyone is regularly reminded of what we're working toward. So we have, let me see, I can actually just pull up one of our meetings here. So I use one note to keep track of everything and this is a strategic planning. Let's look at this. So you can see us talking about strategy. So let's look back here at some point. So this is a template for a weekly meeting. So this is part of how we stay on top of it throughout the year is we have a meeting every week and we review how we're doing and all these goals. So like this year, we're looking at employee turnover. So on a weekly basis, we look at employees lost quarter to date. Because yeah, you have your annual turnover rate but really what's gonna make more sense to people in the moment is how many people did we lose so far this quarter? It's more real, you know. And then like days missed due to work-related injury, we track that, how many clients have we lost, quarter to date, et cetera, et cetera. So this is all part of our weekly meeting rhythm. This happens every week. It's myself, my HR, an admin manager, my field supervisor, my assistant field supervisor and we sit down and we do this. And then we have one-on-ones with each of those people. We're doing it every other week right now. You can do it every week or every other week. And then those one-on-ones are opportunities to work on their responsibility areas and help make sure that they have the tools that they need and that they have, if they're struggling or if they're losing focus, it's a chance to help get them back, you know, rowing in the same direction. So that's the kind of the one-on-one portion. And that's kind of our meeting rhythm that we use throughout the year to stay on top of staying focused on the strategic goals. And then we'll have like project meetings as we're, if something special comes up that we realize, okay, in order to meet this goal, we have to change this thing that's kind of a project. Then we'll have a separate series of strategy meetings for that, you know. So that's how we stay on top of it through the year. Does that answer your question? Yeah, sure does. Yeah, absolutely. I think that's something also that people struggle with is this idea that I don't want to have too many meetings. I don't want to have too little meetings. You know, when should I be looking at this stuff? And I think it kind of goes back again to get started and see what's working and start seeing what's not working and just keep focusing in on improving whatever it is. Get started, but I mean, honestly, there are some best practices.  So that really should be happening at least once a week.  Otherwise you're gonna lose track of what they're doing and you need to maintain that, you need to have that one-on-one focus time with your direct reports to make sure that you are staying in touch with them.  Yeah. And so it's not, but I don't like being in meetings. I don't like being in a ton of meetings either. So like, you know, I think we've got our meeting rhythm down to a pretty good, a pretty, it's pretty efficient. You know. It sounds really good to me. Another book for those of you that are on here that wanna know more about meeting rhythms, another really good book is The Rockefeller Habits. Pretty much Joe is talking about everything that I'm seeing here and what he's saying follows the rhythm of The Rockefeller Habits. Now they have an additional standup, a quick standup, like five to 10 minutes daily standup that they do that's thrown in there, but very, very similar. So that might be another good book to look at. If you're setting up your reading list for 2022, I think we've given you three books here. And actually we talked about The Pumpkin Plan on Monday by Mike McCallowich as well. So we're getting you started with a really good, yeah, that's a great book. Yeah, it's a good one. He does talk about, I read part of that book and he does talk, I remember the meeting rhythm thing from that. I actually learned that from a Vistage chair that I had. So Vistage is like a CEO group that I was in for a while and the Vistage chair really hammered that home. It was a structural thing and it was really helpful. That kind of regular meeting schedule is just really important. There's another really good one in traction. They also have a really good rhythm. Oh, Gino Whitman, yeah. Yeah, but they all follow basically the same thing. You're gonna hear that you need to have them on every week, they need to be at the same time that everybody needs to come. There needs to be a commitment around it. They need to be short and to the point, have an agenda. So it's pretty much the same thing regardless of which book you're reading or where you're getting at. Do it, do it. Just do it, just do it. In fact, I'll tell you that one of the things we realized this year is that like, and so we're implementing immediately is like, and I'll keep this brief because I am seeing that we're getting up to the end here. But we recognized recently, and I don't know why we didn't think of this, that the people who do training for us, like our frontline trainers, are not part of our meeting rhythm. So we actually get feedback that our cleaning technicians in general, generally speaking kind of love not having meetings to go to. And that's a change since COVID, because we used to have a standup every morning with everyone. And that's a change since COVID that our like more seasoned employees really appreciate. And I don't really have any intentions of changing that. It seems to work really well in that particular case to just have them doing their, to not have a daily standup, but for new people we're recognizing they do need that daily touch point because otherwise they feel totally disconnected from the company. And we're really trying to drive down that turnover number and we're losing all of our people in the first six months. And so that's something we're gonna be working on. So just an example, we're talking about meeting habits. And it's like, oh, for some reason I thought that didn't apply to the people working in the field but it does, so it's kind of good. So just to wrap up, we're gonna, and we'll be doing this in two weeks. So we're gonna present the goals and objectives and then we're gonna get into discussion and problem solving. So they actually already have the goals and objectives.  They're already coming. People are already coming up with ideas. I just had a great ad hoc conversation with my HR manager this afternoon about how to drive more applicants to us. We really need to increase our applicant numbers for next year. And so we're already having these conversations but when we come to the table for this next meeting we're really gonna be talking tactics. And this is where I really focus on the next quarter. I never, when I'm doing tactical stuff what are we gonna change? I used to try and make a year long plan and all this kind of stuff. It's totally a waste of time. I just focus on the next three months. And so I guess I do set goals for the year which could change but the tactics which is like how are we going to move the needle on this? That's a three month plan. That's like something that, because it has to be stuff that you're starting tomorrow. You can't be like, oh yeah, in March we'll do that because guess what? It's never gonna happen. You have to start the stuff now. So that's- Absolutely, that's a big push that they talk about in the 12 week here. That's the reason why you're focusing in on just those 12 weeks as you get the same pressure that you get in the last 12 weeks of the year. Everybody knows that in that last quarter of the year everybody's like driving on the goal and you need to be doing that all year long. Every quarter you need to be driving like that. So yeah, an advantage to that is you get a win every quarter. Ideally you would get a win every quarter. So yeah, and so this year I'm gonna be working on breaking down those bigger goals into like kind of chunks per quarter meaning like more meaningful like this quarter we have to save two employees. So if we would have lost six, we can only lose four. We need to save those two, find those two, let's save them. You know, like I'm gonna really be working on that as part of my leadership to try and really be very specific about what it is we need to focus on. Samantha has a question here about virtual meetings with techs. We actually don't have virtual meetings with our techs but it's something that we've been talking about. Like geez, how can we get everybody connected because that's something that it's the new techs that miss that connection. They don't ever get it and so they're not engaged. So we don't have a tool for that. Like internally, when I meet with my management team we meet remotely a lot and it's, we just use Google Meet because we use Google Suite and our G Suite in our office. So we just use Google Meet. But I don't have a tool to meet with the teams. We are at the top of the hour and Joe if you wanna share any of this if you just wanna get it to me and I'll make it easy. If anybody wants copies of some of what Joe's sharing here you can just drop me an email. Yeah, no problem. I'll send it along. I want it. It all sounds great to me. You'll have to send me an email at the time and they'll touch on the comment ask for it. And then I'll send it to you. Send it to me at the same time. Copy. I helped today too. And I think it's important actually to add in that you've gotta follow through throughout the year with some kind of meeting rhythm. So, I may put a note in there but they didn't even occur to me to mention that today because I'm just thinking about this part of the process. But this process I'm talking about is meaningless if you don't follow up with a regular schedule in your company to make sure you're looking at these things. I would have to say that I have seen this system really great, great start, great ideas and motivation. Everybody's pumped up and I've seen it fail more than I've seen it succeed due to it just not being done. Just not being looked at again. Just put it on a shelf, just stuck there somewhere. So, 100% in agreement with you there, Joe, about this. And I know we're at the end of our time but I wanna say one of the things I figured out is that in this business for me, what was causing that was the instability. And so, because you're putting out fires all the time with so many people calling out and so many people quitting it made it really hard to be strategic. And so, that's part of the reason that we focused on stability in the first place because it makes it way easier to be strategic and have a meeting rhythm and stick to it. So, you're not like, I know I'm your manager but I have to clean today because we're short staffed again and we don't have anybody to cover it. Yeah. Good point. And we can't cancel on Mrs. Jones again. So, I'm going cleaning. I'm cleaning. All right, well, thank you so much, Joe. Thanks everybody that was here today. Happy holidays. Merry Christmas. Hi Diane, happy holiday, yep. And yeah, happy holidays to everybody. Joe, that's awesome, very awesome. This is good stuff. So wonderful, Joe, thank you so much. One of my favorite CEOs, truly. I love hearing that. He says that all the time too, Joe. That's not just a- I'll tell everybody that listens to me that when you're not. Yeah, I say that when you're not even there, Joe. He does, he says it all the time. I've heard it a lot, yeah. Well, I really appreciate it and the feeling is mutual and it's really great being on as usual, you guys. We'll catch up soon. Happy holidays and happy new year, everybody. Happy holidays. We'll be back. We'll be back Monday, five o'clock Eastern. You guys have a merry Christmas and we'll see you next Monday. Bye bye. Bye.


They said put one in the air can't be last shot because there's five second difference here Download at Johnson turn around in the paint scoop shot up and got it and that's gonna just about do it for this first quarter Stevenson's gonna take a ten eight lead to the second quarter. Wow. What a play there from Johnson


Okay, so from the Buchi position, we're going to go into our Ede Kim Yong La, which is the translated number two squeezing or clenching the lamb. Okay, so it sounds funny, but what it is is the number two in Chinese, which is a basically like this. Okay, so your feet are doing that if you look this way and you're imagining that you're actually squeezing a sheet between your legs, so the pressure and the intention is to have is to tighten your muscles, engage your muscles on the inside of your leg. Okay, so that's the explanation, so let's show you how to do it. So from your Buchi position, we're going to drop even more and bring our fist to our chest. All right, so starting here, we're going to drop about an inch more. Okay, and then you want to bring your fist to your chest.  Okay, you want to be out here. We're going to try to pull back pretty much close to the front of your chest and then flush. Okay, your elbows, you want to pull them down and back. Okay, make sure you don't pull it up like that. That will just cause way too much tension in your shoulders and it's a really bad posture.  So once again, from the side, we're going to drop about another inch.  Okay, when you form fist, just so you know, is that you're going to close the fingers, the four fingers, and then tuck in your thumb behind the first index finger. Okay, so like this, close your four fingers, then tuck your thumb underneath your your index finger. Okay, so that's how you do it. So drop and then like this. Okay, next we're going to open our feet stance. So we're going to pivot our heels and open up our toes 45 degrees. Next we're going to pivot on the balls of our feet and open our heels about 30 degrees. Okay, so remember from here, open toes 45 degrees and then open the heels about 30 degrees. I say 30 degrees because 45 degrees is is too much. Okay, that puts too much stress on your ankles and it is less than that. Let's say it's like this, then it might be too little and you don't get the the engagement of the muscles on the inside of the legs. So what I like to do is about 30 degrees. Now you get to engage these muscles inside your legs and on the inside of your legs and your ankles are not in a bad position. Okay, so I encourage you to experiment to see what position is the most comfortable for you. Okay, but definitely you don't want to have them went straight forward or outward definitely like this. Okay, so you definitely have to be pointing inwards. Okay, so from here we're going to set our centerline. We're going to do a double cross block downwards. Okay, you're wondering how the hands should be. Your hands should be like this, fingers together and your thumb should be tucked. Never have your thumbs out like this. It's dangerous when you do the palm strike and I say you miss, you can easily break your thumb. So we're going to tuck in our thumbs like that. Okay, cross block like this. Your wrist should be overlapping like that. Okay, and you want to from here you want to flip it up to here. Okay, and that means that your fingers are around your nose level. Okay, so from here your arms should be slightly bent, not completely extended like this. So slightly bent and then flip it up. From the side, if you look at it, you want to have a distance of about a fist or a fist and a half between the elbow and the body. And then when you flip it up, that's what it looks like. That should be high. Okay, so from here we're going to pull it back to our body. So if you look from the front again, from here, down, up, and back to our chest. Okay, so why do we do this? This sets the centerline of our fighting box. Okay, so I do this. The wrist is moving up and down the centerline of the upper body and your hands and your fingertips are outlining the outer edge of the box. So just imagine there's a box. This will help you to visualize how big the box is. Okay, so from here I'm going to pull it back.


Going on everyone Sam here with late sports cards. We're in one box of 21 22 few if you Terry unique football soccer for Violet, so good luck here violet. Let's see it And that is 21 22 few Tara unique world football No trash All right, see we got here got this stuff so cool This product is so good So good for us We've got the great Roberto Bascio Nice one there Got a legacy Joshua Kimmich as eight of 36 Legacy Joshua Kimmich this one there We've got defender that is going to be for Senegal Kaladu Kula Bali 40 of 60 Kula Bali. This is cool. This is gonna be a tribute Jersey Kareem Benzema Two of seven nice. That's on that one there Violet Kareem Benzema got Frankie D. Young. That's gonna be a midfielder Georgina for Italy no fairing Taurus Does it say on the back of the Jersey where it was used? Yeah, should Yeah, we are a piece of his rheometry game-worn Jersey from the La Liga match versus Mallorca at the Bernabeau on the 16th March 2013 that is No, you're right. We've got a Roberto for me no This is sweet game use memorabilia Zlatan Ibrahimovic. Hell yeah, man four of 40 of his IX game-worn Jersey from the Champions League match versus Arsenal at the Amsterdam Arena on the 26th February 2003 Holy cow, that's awesome Zlatan Ibrahimovic legendary Swedish hero right there. That's gonna be Andre Silva. Oh, we've got a Rookie Giovanni reina. That's awesome. Nice one there rookies Giovanni reina for the USA We've got a Terry Henry You Terry unique Terry Henry or France. I was gonna be a Marquinhos 33 of 35. I know that's a Geo right there. Yes, sir Marquinhos to 35. That's nice Virgil van Dijk for the Netherlands. Nice one there congrats on that one Violet and last card of box number two is gonna be Edward Mendy for Senegal two of 85 Terry Henry, Terry Henry, I feel like you told me that one's Terry Henry Terry Henry, because he was in world. He was one of the World Cup products. I believe I Do remember that Terry Henry that is a Hugo Sanchez New York Red Bulls legend Terry Henry nice one here is gonna be Usman Dembele. That is gonna be game memorabilia for a 15 Featuring a piece of his Barcelona away game jersey from a Champions League match in the 2018-19 season Usman Dembele Dembele or Dembele. I wanna say nice one there congrats Violet We've got Eden Hazard. Nice. We've got Killian Mbappe. Hell yeah For France Never bad thing there. We've got a Joshua Kimmich for Germany We've got Heritage Luis Suarez 5 of 21 the biter for Uruguay And Barça Luis Suarez Ederson is gonna be your goalkeeper nice one there And purple Edwin van der Sar 47 of 60 For the Netherlands on the greats Edwin van der Sar. All right last mini box. Good luck here Violet. Come on. Let's see an auto So happened in our last break we did to this there was an auto in the last mini box Remember that Donny. I do remember that Yeah Nice the greats right on top is Pele Pele very nice Can't go wrong with the one of it not the greatest of all time Defender for Spain that's gonna be a Merrick Laporte for Spain We've got Riyad Merez That is gonna be 26 of 60. I was telling Terry Henry We've got Nicholas Suley for Germany defender We've got nice one here is gonna be a Phil Foden Phil Foden save the hit for last. We've got rookies Jude Bellingham nice one there Congrats on that Violet where he just signed somewhere day Where did he go I'm trying to think where is he where is he where is he where is he? Real thank you real Jude Bellingham and we've got how about a Manuel Pellegrini on the coach training use material Will power greens football history featuring a piece of his Manchester City training word bottoms from the 2014 15 season one of one 01 of 01 there we go. What a way to end it. Uno de uno and well Pellegrini Heck yeah, that's gonna do it for your break there Violet. Thanks as always for your support my friend appreciate it very much


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Welcome welcome. Hey episode three Mando, Lorian, Prey, season two television, the peak. Saga continues. Saga trundles on. Oh, that's no League of Legends character. Oh, a trundle. Yeah, but that's an actual word And that's probably the first time I heard that word used that way and then I was like, what the fuck? And it's like, it's an actual word. When did League come out? Was that 2009? Yeah, sorry.  That's what it was made. Yeah. So it was like, that's a cool word. I'm going to put that in the dictionary. Just give it a round of beatings, like, all right. Trundle sounds like a way that you walk. I think it is, isn't it? It does kind of sound like that. Just hold on. Trundling along. This mystery needs to be solved. Trundle. Because that is what it means, isn't it? You like awkwardly move along. If you progress by revolving so to move on or as if on wheels. Really? That's what trundling means. The example that they have is roll buses trundling through the city. Doesn't noun the act of moving slowly or heavily. Okay, right. Well, all right, that sounded sounds about like what I thought. Yeah, that's what I thought. Where do you get the wheel thing from? I'm not seeing that. Oh, that's from Merriam-Webster. Oh, I'm just using the Google one. Hey, but remember, if you cite Merriam-Webster, that makes you smarter. I think that's a joke I wrote in one of my scripts. If you cite an actual dictionary, you look smarter than if you just do the Google one. So yeah, use Merriam-Webster. We needed to get that out there before we start this episode, okay? So that's that. Obviously. That was really important.  There was a couple of things we missed.  I just remember that. I thought iron hands.  But it's just interesting, like, with what we saw in episode one, is it just like common for people to punch people in the helmet? Is that just like a fighting tactic? The old helmet punch technique.  Seems like a weird one, but it's just funny that this precedent, you know, Mandalorian is consistent with itself. People really want to punch his armor with their face. Maybe the tactic is to just light it to the side a little bit so he can't see anymore.  Yeah. And then he's like, You barely seen that thing anyway. Oh yeah, for sure. Yeah, probably not. You know the goal that guns on him?  Just take it off. Yeah. What if you just pull the trigger on your firearm? Oh, that, no, that wouldn't make any sense. Insanity. Stop it. Yeah, so this would be, this is one of the top comments I thought was, I don't know. I don't know. I don't know. I don't know. I don't know. I don't know. I don't know. Maybe this is one of the top comments I thought was amusing. Guys, you don't get it. They need the townsfolk and the Sam people because the messages, if we all work together, regardless of our differences, we can achieve great things. Though, since the writing's terrible, they really don't need them at all. That's the thing.  It's just like confusing that bad doing a bad though would have taken care of all of it. Especially if they, while they lose so many people.  Well, the 8080, at least they gave them some training, right? No, they got sharpened sticks. He's not ruthless. He's not spending lives just so that he can make the mission easier because he's portrayed as quite the Goodman. He's just incompetent. That is consistent in all of the Mandalorian episodes so far. He's just the worst warrior ever to ever be in Star Wars. I think I saw somebody compare him and say that he was Star Wars. This is John Wick. I just find that funny. John Wick is lucky, but he's very confident.  The problems with that, those films, at least from what I remember. Yeah, yeah. There's just a lot of instances where guys should have shot him and didn't in those two.     He just exits the party in the really obvious way and happens to bump into his old friend or whatever. And then he's like, you working tonight? Yes. Good night. Great so. It's like, what are you doing?  John Wick 2, very good, right? Yeah. Yeah, you got ironclad saying, they should have held onto the bounty hunter's guild component. Would have gone a long way to getting us to different locations. A logical means of Mando doing odd jobs, keeping Mando proactive rather than sporadically. Held hostage in exchange for information and maintaining a degree of income, assuming he used all of that best car for his armor, which I think is categorical, right? I don't know. So, you don't need the guild to do that? No, you don't. But I actually agree with the idea of keeping the guild involved and it gives you access to just more bounty hunting, will building, which would be really cool. It would be if he was still in the guild and everyone else in the guild was dead. Mando trays the guild, kills everyone in the guild, and then the guild leader teams up with him to save the guild. No, I know you made that. I think these criticisms, I don't know if they do, but these criticisms probably involve redoing season one as well. You just redo all of it. Yeah, just as a rule of thumb, redo season one. So, I'd be curious to see what you guys think of this one. They said, wait a minute. I just realized that they got the law wrong. She says that when the Empire fell, Mos Pelgo was a free for all, but that doesn't make any sense because the Tatooine is owned by the Hutts, and it's in Hutts space. The first thought someone might have is, wait, but Jabba's dead, right? Power vacuum or something? It's like, but none of that was mentioned. It was all just that the Empire in control. And if you remember, Death Star Part 2 blowing up was very soon after Jabba died. Like, we're not talking years or anything. Like, the idea that Jabba was not in control of Tatooine or at least the Hut family would have... There's no way that Jabba was the only Hut, you know? I mean, there's a lot of things. The news wouldn't have gotten around in that time for it to become under the Empire's control only for them to then blow up. Yeah, what we're supposed to believe is that the Hutts lost control of the Outer Rim or rather just the Tatooine portion, I guess. And the Empire took over, and then the Empire instituted like laws and safety, regulations or, you know, outposts. And then the moment Death Star 2 blew up, a power vacuum appeared in Tatooine and everyone started killing people. Like, it's all so borked. It's weird. Hmm, from a lore perspective, anyway. Yeah. Hey, Friggy, you want to read this one out? I honestly can't take the critique from people who thought the haunting of Bly Manor was great serious. Christ, that show was trash that liked the smell of its own farts.  So, um... Bly Manor's fantastic. I don't know what to tell you.  I just find it amusing. It's like, so you're on team pro Bando, bad Bly Manor, and I'm like, alright, I don't think you're the type to appreciate Consistent Riot then, right? Like, I don't know.  Like, Bly Manor's really well constructed.  I just feel like, I don't know. Yeah, I'm sorry you don't like good TV shows, but I hope you sort that out soon. I got faith. Yeah, don't worry. A lot of people get over it. A lot of people don't, so... And this one's pretty amusing you got. They're gonna hate it. So, before we address anything else in this screenshot, I would not describe my feelings toward Mandalorian as hate. I don't hate it. It's a terrible show. I don't hate it. I never even, I wouldn't have watched it if it wasn't for you, Fer. I would downright refer to my position as amused. I'm amused by Mandalorian a lot of the time. I think a lot of the mistakes they make are funny and dumb. They're hilarious, yes. I do not, in any sense of the word, gonna give them praise for their storytelling. It's garbage. Oh no, absolutely not. I feel like disappointed would better describe how I feel because I think I've said this so many times at this point. I really would have liked to show like the Mandalorian if it was good. This is kind of like my gem. And... It's bad. Sucks.  You watched all other shows. That's a weird qualifier for a TV show.  I feel as though the majority of our criticisms have nothing to do with the existence of other shows. Yeah, they're pretty independent. Most of our issues are self-contained to the individual episodes in this show itself. Yeah. Then you got, there are logical reasons to hate the writing of Batman, CW. Don't know why they need to hate Mando, though. Have you listened to what we were saying? It's such a strange thing to say. To any of the, in an episode that's been out. Like, what the hell? This is just, you're not allowed to make fun of things I like. Yeah, because I've seen, there's a bit of fighting in the comment section. And we'll have a look at some more when we hit the next episode, I suppose. But like people who keep saying, like references to how we're being unfair or mean or whatever, but then counters from our fans as well being like, wait, how come none of you are saying this with Batwoman? Well, because Batwoman is bad writing. It's like... We're still using the same standards, by the way. I just want to point that. Okay, no, okay, sorry, my bad. So, are you guys ready to watch episode three of season two? Finding amusing that like he puts so much effort into getting Boba's armor, but he left like that enormous pile of armor. I guess because the Blacksmith has it. Yeah, if the Blacksmith has it, it's okay. Did she put it in like a big truck? Oh, we don't know. Yeah, it was pretty rough. Yeah, yeah, abortion. So yeah, first two... Have we talked about this like first two episodes of filler? I don't think I've ever encountered a TV show where the first episode of season is filler. So weird.  I assume that's just for the episode. All right. All right, here we go. Yeah, here we go. Let's see what happens next. Okay. I'm two years old. Oh, wait. No, Star Wars. Where's Georgia? God, Georgia.  Look how high quality is this. It's such a waste. I don't know what you mean. They have a lot of money. That's for sure. I still can't get over the fact this is a half hour episode.  All right. Yeah, good going. Why is it so short? I can't believe they made it here. Yeah, how many years... How many dozens of years did it take for you to get here? Without the guidance system, it'll be a manual re-entry. I might get a little choppy.  Yeah, it's fine. Isn't the ramp at the back down? So, like, if you're going into the atmosphere, that's going to burn, right? You don't have to come in so fast. I don't know if we'll survive. Slow down. Just float down. This is, uh... I think it's a reference to Apollo 13, actually. Which would make sense because I believe Bryce Dallas Howard directed this episode. And her dad directed Apollo 13? Why didn't they, like, hail anyone on the planet to come up and help them? You think there'd be other options, yeah. This is way more stressful. Yeah, it's like, hey, guys, my name is such and such.  Can someone give us a hand up here?   And it's going to drop really hot, isn't it? Cut off at the end and... Yeah. Oh, I guess they drowned. No, they'll fish it out. I like how none of them care. There was, like, a spaceship coming crashing down to the fucking... There you go. All right, all right. Wait, did they just wait until they strapped all that apart? Yeah. It's been down there so long that sea weed is already a mask on. This is, like, two weeks late. Can you fix it? What do you think? Do it. You can. This is 12 bucks. I wonder if it'll be pristine by the end of the episode. I don't know. Almost assuredly. A number of eggs in that thing always changes. She makes more off-screen and baby Yoda eats more off-screen. Wow, really? All right. Yeah, that quest is done. Sweet. Get the XP. This was an emergency landing, right? The odds of this person being here is quite... Well, I guess they were supposed to be someplace like... I don't know. This is where they were supposed to be all along. It was not as many as I thought there'd be. I was told you could lead me to others of my kind. He sets off the flamethrower. Oh, God knows. Oh, look at Sasha Banks. I mean a character from Star Wars. Don't do the disappearing thing. She's kind of mysterious. Oh, my goodness. She was waiting here for Mando. The ghoul on Tatooine sold him out. She had gambling debts with ants. Hmm, Tacey. Oh, yeah.  Rashid, over there. What? All right. Baby Yoda. Wait, what? How do I get those sleeves on? I don't know. The stretchy racks. Information. Calamari flan from the first episode. Have you seen others that look like me? Others with Breskar have been through here. Who can take me to them? I know someone who might help.  Yeah, it turns me right. Commando. You got ears, buddy? Don't play with your food. What? Oh, OK. I guess. It's actually normal for food to attack infants as they try to eat it. If this show was fantastic, then like the music would be even better. You know, every time we hear the theme, you'd be really happy instead of sad because it's this great music I've fixed in this show. It wasn't really fishing music, is it? No. There should have had it be like a sea chantsy or something. Maybe all of the other guys would be humming the song. Come on, all right. Is our ship breaking apart? All right. They're feeding them Mamakor or whatever they called it. What? Oh, my God.  What? Wow, he didn't instantly kill that guy? Yeah, what did you think would happen if he jumped into water? Why did you not kill all these guys up top first? So what about the creature? Is it not eating Mando? What was your plan, Mando? Yeah. What's happening? Oh. Wow, lucky. That is very lucky, I guess. I'm guessing the only way to explain it like they would have been like we've been following you or something like that. Shoot him in the shoulder. Yeah. What child?  So she's going to do what he couldn't do. If the armor meets its navel. All right then. Is it dead finally? No. Damn it. I've been searching for more of our kind. Well, lucky we found you first. Lucky? Is that it? I was hoping that... Where did you get that armor? This armor has been in my family for three generations. You do not cover your face. What are you talking about? It's one of them. One of what?  I am Bo-Katan. Oh, that's a person that's important. I was born on Mandalore and fought in the perch. I thought her name was Bo-Katan. Isn't that what people say? No, Bo-Katan. This is Lady Bo-Katan of House Kreese. I am Bo-Katan. There is only one way. The way of the Mandalore. No, there's two. Wait, what? Dude. What are you doing? Okay.  All right.  I already have so many questions. Yeah. Were they just lucky that they turned up at that moment? Yeah, that's what they said. They said lucky. The woman that he saw in the crowd was one of the Mandaloreans. So they were following him. So were they on the ship? I guess they flew there. They knew he was coming? So this is what I'm getting at. Like they flew over there in reaction to him getting ambushed? Or did they just happen to fly over when that was happening?  What is this episode? What brother? When? You all look the same. Let me guess. Yeah, you all look the same. The bounty hunters will save him again.  Oh my God. It's Junric after all. Oh my God, they actually, oh my God. Correct response. Can we at least buy you a drink? Is that allowed? Is that allowed? Does the way let you buy drinks for people? He's cool with them now. It's fine. It works the other way around when someone saves me. I'll light them a drink, but okay. The seizing weapons to retake that homeworld. What do you know of the Jedi? Nothing.  Somehow. Inexplicably. Stop. Don't. Yeah. Gross. Why does space food have to be disgusting? I don't know.  I can meet you to one of their kind. But first we need your help. Side quest. Y'all three don't need help on anything. It looks like you just really need him. Him of all people. According to the ports manifested schedule to depart at first light. We're going to sketch four Mandalorians looking at one thing. We've been hitting them pretty hard. I'd be concerned. If you want to do this with four, you're going to need the element of surprise. I, as Mando, know very little about this element. The tower won't allow them to climb until they've left the port's airspace. Troopers. Squad at most. Oh, so they couldn't. Basically zero threat. Yeah. Well, no, these are Mandalorians, so storm troopers are like the Kryptonite Mandalorians so you've established. Oh, of course. You're right. Yeah. Something's come up. Can I leave him with you for a bit? Fuck. I hate. I wish there weren't any troopers in this episode because they're just going to be blasted through. That's all that's going to happen. In a world where storm troopers were actually like storm troopers. Like train soldiers. This would be interesting. Yeah. Like train soldiers who are competent. What? Why are you scared of me? What are you doing up here? Man, element of surprise already lost. Yeah. Good job, guys. Oh, wow. Oh, good job. Yeah. element of surprise. I don't think so either.  All right. Oh no. More troopers. That knife is barely longer than your feet. That knife is barely longer than her fist. How is it? Oh, now it's longer. Okay. So badass. He's so cool. I like that Mando is just slowly trying to keep up with them. It's like, hey, wait. Oh, no, they might shoot our armor. Oh, now's the time. Oh, not that the troopers need to last cover at all. There was no plan there either. It was just now we move. Okay. Now we move again. Okay. Good job, guys.  I wish there were just no troopers. I wish this was just a lowly guarded, you know, facility or something. Then how are they beating us? Yeah, we're really good at killing Mandalorians.  Except when the plot demands it and we get bad again. These are blue Mandalorians. They're great. How long until we clear the atmosphere can make the jump to hyperspace? We can't climb until we leave the harbors on, sir. Climb down.  Your lives are in danger. You're the empire.  I mean, surely you've got just, you can just lock the doors, right? Yeah. Also, you would just tell the tower, like, yeah, we're being attacked by pirates. We have to go. Oh, look at them. Look at them. Oh, wow. That's a big squad. Do you tell me none of them stole that? Oh, they're not even. They're just now passing out guns. How many Stormtroopers are there on this ship? Yeah, it's a big squad. So that's three sequence set pieces already of mowing down Stormtroopers. We've had three. I'm curious how many more there's going to be. Nothing going to pop out of different doors. Can you not just lock it? Or just get ready. Just have a charge. Have a bomb ready. A bomb would be good, yeah. Yeah, a thermal detonator. Or thermal detonator. Oh my God. There's no plan. They just shoot. Now you want to close the door. All of them. What?  What? Why didn't you do that first? What? Moving the door.  Why didn't you do that first? Where?  We're taking the entire ship. What? Mando, how did you think they were going to carry all this? Yeah. Do multiple trips? Like what? Oh, there's slow old Mando trying to keep up. We are taking the ship for the battles ahead. I got you, your weapons. I have to return to my ship with the foundling. If you want my help finding the Jedi, you will help me take this ship. Also, Mando, this is the Empire, by the way.  So I guess Mando thought he was helping them get this stuff and then he could go back to get Baby Yoda. Yeah, he's just going to leave this point. It's like, well, all right. Boxes in this room are yours now, I guess. Yeah, he hasn't really done anything. Oh, it's Moff Gideon. Oh. Are these the same pirates that have attacked our other vessels? They appear to be. So they even know about them and they had no prep for them? Cool. You know what to do. It would have been interesting if he was like, actually, no, I don't want to die. He really stands for whatever it is the Empire stands for that we never really learned about ever. Oh boy, will they make it? Surely not. Dude, more stormtroopers. What can we do about this? What is this, the fifth set piece now?  Throw grenades. Yeah, there you go. Wait, what's he doing? Cover you. What?  Why did you throw that from there? Oh my God. Oh my goodness. Oh my God. The plot armor is insane.  How come you couldn't have thrown those from where you were? The Mandalorian in microcosm. That's what that one shot was. He's the protagonist. Okay. The Dark Saber. Oh God. The Dark Saber. They want to get the Dark Saber. Oh, lucky. I feel like a little survived crashing into the water. Yeah, that too. I guess you think they'd be ready for that, actually. Oh, okay. So they have electricity cyanide pills. Okay. He committed electricide. He threw those grenades, which have held their deal. Yeah. There you will find Ahsoka Tano. Oh. You were sent by Bo-Katan. Your bravery will not be forgotten. Bravery. Your bravery. The way you walked into that hallway with your plot armor. I believe there is a difference between bravery and stupidity. And I guess the arc for this episode is we are old Mandalorians, even if we have a different ideology. Yeah. Yeet. Doesn't look pristine. I gave you a thousand credits. This was the best you could do. A thousand credits isn't that much. It's like half a day. Half a day?  That's actually kind of incredible that it was repairable at all. Especially for only a thousand credits. Why does it sound like a lot? They've pirated it. They've given it pirate theme. Pirate.  This is webbing up the decoration.  Look at this. What is this? It's rippy. Is it dangerous? I don't know. Okay. What? Wait, what just fell out? Something fall out. And he ate it. Did Mando know if that thing was edible rather than poisonous? Yeah, what if there's venom or something? Alright.  Price Dallas Howard, congratulations. Wow, that was bad.  I'm pretty sure Price Dallas Howard directed episode four, season one, by the way. Oh no. But she didn't write it though. It's the writing too. I mean, yeah, I'll agree with that.  Look at them blast troopers away. I don't know. That's my favorite Mandalorian seat of all time, where he just gets blasted by a million bolts and none of them.    I also happen to love that he throws the grenades, and they all just look at them like, huh, weird. Yeah, I was like, huh, do you think something's gonna happen? God, the idea that there was even a second of concern about any of these sequences, they're like terminators dealing with children. So what we got was, you got to the Mandalorians that you needed to get to, and they've sent you now to a Jedi. We have pushed the can a little further down the road. Yeah, we're getting there, guys. I can see why people thought that was the worst of the three. Plot armor-wise, it certainly is. In terms of nonsense, I'd say it's between this one and the first one. That first one was pretty mad. It was the plot line in the first one that was uttered garbage. The plot armor in this episode was pretty intense. Well, I mean, he had literal... Mandalor almost died 18 times in this episode. He did, yeah. But they needed him. They needed him. They didn't do anything except that one moment. So someone could argue. It's like, ah, that's what they needed him for, his bravery. Like, what are you talking about? They're not brave. I love that he dives. He dives after Baby Yoda, and he like immediately is like... Oh, should I get three for the water?  I didn't expect that. Oh, man. And just after we spoke about how incompetent he is too.  Well, see, you just don't appreciate True Kino like Mandalorian.  How do you guys rank it? Was this the worst or the best or the middle? I think this was the worst. This was a worthless episode of TV. I don't know, man. Like, I just don't even know what I meant to make of this whole show. The budget type. Yeah, it looks nice. Yeah, nice. You know, it's got that going for it. Good job, people who make the costumes. Yeah. Good job, people who design the CGI and creatures and stuff.  At least you know it'll make money. Like, so you're in a job still. That's pretty true. I don't know, if I'm working for Disney, job security is not exactly what I'm feeling. Yeah, episode three. That was fun. I know it wasn't fun.  I hated this episode so much. Episode four is next. Yes. See you next time, folks. How exciting.


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I'm delighted to get the deal done. For me, when I got the call from the Gaffer, it was a big assignment for me because this is a massive club and the history this club has and the fact that the Gaffer has thought of me to bring me in here and to be part of a big project. I'm delighted. It seems to have been going on for a long time. It's got a lot of attention on social media and what not. It must be a relief for it to now be over the line. Yeah, definitely. Obviously, finish a season a bit late because of the final of the playoff. Obviously, talk obviously a week off to try to put myself out for both for a week. But obviously, as soon as the Gaffer gave me that call, I was delighted. I tried to get the deal done as soon as possible and I'm really pleased that the deal got done.  What kind of a player would you describe yourself as? I'm a player that no matter what position the Gaffer would want to put me, I would give 110%. I like to play in front of the back four, protect my back four and obviously get a second ball as much as I can and play the ball as quick as I can to the playmaker so they can go up there and win as the game. You've spoken about the Gaffer, somebody who obviously knows very well playing under a number of different clubs. How much of an influence we see for you? He's always been. He's my young age since I came to this country. He always looked after me and obviously made me progress. He always found how to get the best out of me and obviously I think after last season he has actually talked the best out of me in loads of different aspects and obviously I'm looking forward to carry that on and hopefully he can take me to the next level. You achieved success together last season with Markham. How confident are you already initially in what you've seen here and what you've heard and what he has said to you that convinces you that that's what the objective is for next season and we can do that again? No, to be fair he's obviously a club that speaks for himself. He didn't have obviously to sell me the club too much. I know his personality. He's got the same mentality as me. He's a winner and obviously he wants to do great things for this club. For me obviously the fact that this club, without expecting any clubs in this league is not that great. I think this club should be at a minimum level of league one. Inspiration of the championship one day. The club got a big ambition. It's a good project going on and obviously for me it was a big factor for me to sign here. How exciting is it, that challenge you've signed on a two-year contract to obviously see your long-term future here? How exciting is it for you to come in with a manager who you've known before with players who you've played with before to hopefully take us to the next level as you mentioned? They're really excited because obviously as a footballer you always want to look, obviously a project that obviously can push you forward and obviously bring you to the next level and I think Bradford at this moment is the right fit for me. He's a massive club like I said before and obviously this season without question the aim is to get promotion and on top of it we can win the league. That has to be the aim of the whole squad, the whole club is to get that promotion. And obviously on top of it we can win the league as well with something nice as well.


Hundreds of incidents in residence of Obomoshou in Oyo state have taken to the streets in protest of incessant abduction of the kinsmen. The incident, including retired public office holders, traditional title holders, youth and women, declared the spate of abduction in Obomoshou geopolitical zone. Her hotelier, Winger Awulabi, and one of his members of staff, Rachel Abiola-Oquadeli, were kidnapped at Abah area in Obomoshou, July 28. The dough were killed by the abductors after a sum of 5 million Naira was paid as ransom. We are not here to comment on them. We are here to ensure peace and tranquility in Obomoshou. That's all. We are between the youths, the patients, and report all activities, and we are sure that we are taking serious steps to publish a criminality. The government will have to drop itself off to create a funding for the police force, and the state government will have to drop itself off to fund an office to record the security apparatus, their matter. The local government will have to drop itself off by connecting and financing the local digital takes. And every citizen must be on alert. When we see something, say something. Obomoshou has recently found out that a lot of kidnappers and killings have been going on, which is very unusual in our town. So having this protest, please intimate the security agencies about what is going on in Obomoshou that please mobilize and come and secure us because it's getting out of hand. They already killed three people. I will not have to pay any ransom. The residents have however called on government at all levels to wake up and address the ugly development.