Aaron Harper

And so I'm going to buy it for a multiple of its 400 grand in cashflow.

It's like,

I think that maybe in two years that marketing company could be run with one employee and 16 chat GBT agents doing things 24-7, not like eight hours a day, like 24-7.

So it's like you have to really consider these things before you decide to make a life-changing decision and kind of which bucket to go toward.

But I think starting with your skill sets of what someone is currently paying you to do and then like thinking through the lens of like –

you know, what kind of check boxes am I looking for would probably be a good place to start.

I mean, it's systems, right?

I mean, that's all.

You have to have the systems in place to do quality control.

You have to have the systems in place to recruit good team members.

You have to have the systems in place to have a bench of potential other team members that are working part-time that you could put in full-time when someone doesn't show up and expect turnover.

I mean, if we're talking in specifics around franchising specifically, a lot of this stuff should be

created in terms of job postings and what you're talking about.

What are they doing on a daily basis?

SOPs, how are you checking up on them?

What kind of quality control?

Ideally, this should be created by a franchise brand.

But I mean, people, no matter what business you're in, it's a people business.

And so people will always be your biggest problem, whether it's employees, bad customers.

There's just a variety of different and generally it's a people problem.