Mike Barnhart

So that is actually something we're investing into this year.

So that is actually something we're investing into this year.

But your best guy is probably going to get a yes from that customer if your garage door replacement is $10,000 or $12,000, right? He's probably going to do it. But there's other indicators that would make the customer more likely to say yes to a $12,000 if we were doing it around demand pricing properly. And that's a little bit of my argument.

But your best guy is probably going to get a yes from that customer if your garage door replacement is $10,000 or $12,000, right? He's probably going to do it. But there's other indicators that would make the customer more likely to say yes to a $12,000 if we were doing it around demand pricing properly. And that's a little bit of my argument.

Yeah, as a CFO, CFO is always like, hey, let's not offer financing plans that have any dealer fees because they don't want to pay the dealer fees. They want to control the margin better. And this takes that away. If it's automatically building it in, let the customer pick whatever they want because we're not paying for it anymore.

Yeah, as a CFO, CFO is always like, hey, let's not offer financing plans that have any dealer fees because they don't want to pay the dealer fees. They want to control the margin better. And this takes that away. If it's automatically building it in, let the customer pick whatever they want because we're not paying for it anymore.

Right. And we think about that a lot from the opposite. I think it's probably hard to think about that while you're running the call. I know you have some really top-end sales guys. We've got one named Adam.

Right. And we think about that a lot from the opposite. I think it's probably hard to think about that while you're running the call. I know you have some really top-end sales guys. We've got one named Adam.

I talk to Adam all the time. I mean, this guy's super passionate about sales. And I remember I went on a road trip with him one time, and he spent four hours replaying his calls for me. But he's got this saying that we've kind of adopted in our sales team. Because we asked the question of, how do you stay excited doing the same thing three, four times a day every single day?

I talk to Adam all the time. I mean, this guy's super passionate about sales. And I remember I went on a road trip with him one time, and he spent four hours replaying his calls for me. But he's got this saying that we've kind of adopted in our sales team. Because we asked the question of, how do you stay excited doing the same thing three, four times a day every single day?

And he says, when I knock on the door, I say to myself, it's showtime. This is my show. And, you know, I start playing my role. And, you know, I get excited for it because, you know, it's showtime.

And he says, when I knock on the door, I say to myself, it's showtime. This is my show. And, you know, I start playing my role. And, you know, I get excited for it because, you know, it's showtime.

Yeah, I mean, we are actually pretty close to 3 to 1. But you start talking about certain ratios, like, yeah, I mean, you can look at an income statement. But an income statement can be misleading. You asked me, is 15% that benchmark? Well, then really, what's the benchmark of cash flow on that? You know Carl Icahn?

Yeah, I mean, we are actually pretty close to 3 to 1. But you start talking about certain ratios, like, yeah, I mean, you can look at an income statement. But an income statement can be misleading. You asked me, is 15% that benchmark? Well, then really, what's the benchmark of cash flow on that? You know Carl Icahn?

One of his famous sayings is that happiness is positive cash flow. Because that's really what matters at the end of the day. Are we generating cash from what we're doing? You can hide stuff on an income statement by putting it on a balance sheet. You can never hide stuff on the cash flow statement. It's really going to tell you the true story of the business. So that's one that we always look at.

One of his famous sayings is that happiness is positive cash flow. Because that's really what matters at the end of the day. Are we generating cash from what we're doing? You can hide stuff on an income statement by putting it on a balance sheet. You can never hide stuff on the cash flow statement. It's really going to tell you the true story of the business. So that's one that we always look at.

And if you're generating... Even if you're generating 15% of profit, after you're paying taxes, after you're doing all the distributions and everything, you should still be looking to get 7% to 8% actual free cash flow at the end of the day.

And if you're generating... Even if you're generating 15% of profit, after you're paying taxes, after you're doing all the distributions and everything, you should still be looking to get 7% to 8% actual free cash flow at the end of the day.

We are transparent on our income statement, but I don't think people are really going to understand paying taxes. Yeah, that's true.

We are transparent on our income statement, but I don't think people are really going to understand paying taxes. Yeah, that's true.