Josh Bucio

Right.

Yeah. I mean, we're not on here to say, hey, gotcha, but like to understand. No, right. Well, why is the market tap? Yeah. So, I mean, two and a half million people, right? Like what you guys are currently doing is essentially a dollar a person right now. And so the question is, is how do you get that up to, you know, three or four bucks a person across Metro?

Yeah. I mean, we're not on here to say, hey, gotcha, but like to understand. No, right. Well, why is the market tap? Yeah. So, I mean, two and a half million people, right? Like what you guys are currently doing is essentially a dollar a person right now. And so the question is, is how do you get that up to, you know, three or four bucks a person across Metro?

Yeah. I mean, we're not on here to say, hey, gotcha, but like to understand. No, right. Well, why is the market tap? Yeah. So, I mean, two and a half million people, right? Like what you guys are currently doing is essentially a dollar a person right now. And so the question is, is how do you get that up to, you know, three or four bucks a person across Metro?

across the board and, and really just understanding like what it takes to get there. Right. Um, but yeah, like, uh, so you said you're at 270,000 on your, on your, on your break fixed. Yep. Okay.

across the board and, and really just understanding like what it takes to get there. Right. Um, but yeah, like, uh, so you said you're at 270,000 on your, on your, on your break fixed. Yep. Okay.

across the board and, and really just understanding like what it takes to get there. Right. Um, but yeah, like, uh, so you said you're at 270,000 on your, on your, on your break fixed. Yep. Okay.

Yeah, that's such a good point. Yeah. And the reality is, is like, even though a lot of your customers are one and done, right, with the average customer moving every seven years and that and most move within their same metropolitan, right, like that amount of recurring revenue is actual, you know, a real thing for sure.

Yeah, that's such a good point. Yeah. And the reality is, is like, even though a lot of your customers are one and done, right, with the average customer moving every seven years and that and most move within their same metropolitan, right, like that amount of recurring revenue is actual, you know, a real thing for sure.

Yeah, that's such a good point. Yeah. And the reality is, is like, even though a lot of your customers are one and done, right, with the average customer moving every seven years and that and most move within their same metropolitan, right, like that amount of recurring revenue is actual, you know, a real thing for sure.

You know, and the thing I've learned in entrepreneurship is like a lot of times we make decisions based on ego. I don't know if you guys ever find yourself in that camp. Maybe.

You know, and the thing I've learned in entrepreneurship is like a lot of times we make decisions based on ego. I don't know if you guys ever find yourself in that camp. Maybe.

You know, and the thing I've learned in entrepreneurship is like a lot of times we make decisions based on ego. I don't know if you guys ever find yourself in that camp. Maybe.

So let me just tell you like some of the mistakes that I made early on in entrepreneurship was like I did things to impress other people. You know, like locations. That sounds cool, right? Like more locations. Like a lot of times when we're very egocentric, we'll do things based on more locations than more money. right? Because it sounds bigger, it looks cooler, right?

So let me just tell you like some of the mistakes that I made early on in entrepreneurship was like I did things to impress other people. You know, like locations. That sounds cool, right? Like more locations. Like a lot of times when we're very egocentric, we'll do things based on more locations than more money. right? Because it sounds bigger, it looks cooler, right?

So let me just tell you like some of the mistakes that I made early on in entrepreneurship was like I did things to impress other people. You know, like locations. That sounds cool, right? Like more locations. Like a lot of times when we're very egocentric, we'll do things based on more locations than more money. right? Because it sounds bigger, it looks cooler, right?

Like, oh man, here I am, interstate, you know, I'm flying to my location up in wherever, you know, it is. And so a lot of times that type of mentality really taints our decision making. Instead of making decisions that are best for the business, we make decisions that are best for our ego. You guys ever find yourself doing that?

Like, oh man, here I am, interstate, you know, I'm flying to my location up in wherever, you know, it is. And so a lot of times that type of mentality really taints our decision making. Instead of making decisions that are best for the business, we make decisions that are best for our ego. You guys ever find yourself doing that?

Like, oh man, here I am, interstate, you know, I'm flying to my location up in wherever, you know, it is. And so a lot of times that type of mentality really taints our decision making. Instead of making decisions that are best for the business, we make decisions that are best for our ego. You guys ever find yourself doing that?

Do you know what the compounded annual growth rate is going to take to get to 30 million?