Them: Opportunity, attention, power. It all comes from our name. Me: Hello. Hello. Them: Every week you're somewhere new. Sorry about that. My power just went out and I hope it doesn't happen again. Me: It's. All right. If it does, we just work with it. You know, it's what we do. Them: Last week when I was trying to do everything with clawed, it went out eight times. And I was like this. I'm not meant to do it. Me: How many times did it work? Them: What? Me: How many? You said it went out eight times. How many times did it do what it was supposed to? Them: Went out? So it went out and then came back on like five minutes later and then went out and then came back on and I was like, I can't do this anymore. Me: Hot spot it? Them: My internet was my T-Mobile was down. Me: You could still hotspot it on your cellular data. Them: Yeah, but I have T-Mobile. Me: I have T-Mobile. So as long as I have cellular data, I can. I can hotspot my laptop. Them: I know, but. I couldn't get service. Me: You don't have service in your home? Them: After, like the. What? Me: You don't have service in your home. Them: No, I do now. I don't know what was happening that day. If it was down or something, everything was. We've been having a lot of storms here. Me: Line now. Them: Yep. And you sound normal now. You were sounding like you were in a tunnel. Me: Yeah, I took the microphone off my airpods into here. So we got this. We got this Loft for the week inside of Houston. You can see, like, where all the rooms are, but they're. The. The walls don't go to the ceiling. And so it's like we can hear each other. She's on a call right now. I'm on a call, so I got to do airpods. So it's a little quieter for you. Them: Oh. That's crazy. Me: Yeah. You couldn't tell it from the pictures, at least if you could. We didn't notice it. But it is what it is. Them: Yeah. Me: The loft school. Them: I mean, it looks cool. Me: Yeah. I mean, it's. It's straight up Loft style. Them: For real. Me: Yeah. Well, what's happening in the world of Nikki this week, huh? Them: Let's see. Me: What am I going to extract when I start asking questions? Them: Out about the landlord telling us. That he's having people survey our building to see what he can build there. Me: Your business building. What do you mean? What's the. What's the challenge with that? Them: He's seeing what he can build there if he knocks it down. And I was like, okay. Does this mean that we have to find a new place? And then he never responded. Me: Okay. Well. Them: Up in October, and I was trying to get him to, like, give us a new lease. Yeah. And his response was when I said, hey, our lease is up in October. Can we stay here? He said. As long as I own the building, you can stay. And then I told him, hey, also, we need to replace our air conditioner. And he said, I will contribute a thousand dollars towards the replacement. And then he said, I'm having a feasibility study being prepared to see what I can build there. So if people are Milling around outside, it's my engineer. And then I was like, okay, what does this mean for us? Can we sign a lease? And then no response? Me: When was this communication? Them: Friday? Me: Okay, it's weekend. Don't worry too much about it. Them: Yeah. Me: Is AC under your lease as your responsibility. Them: Our rent's really low so that we take care of everything. Me: Is Ryan versing that at all or. No. Them: No, not. So what's happening is there is mold in, like, where the unit is. It's in, like, this little closet. So my friend does HVAC. He's going. He's go there tonight and see if we actually need a new AC unit or if he just needs to, like, flush the whatever it is. If he needs to flush the unit out and just remove it. So Grebel can waterproof the closet. So we'll see what that is tonight. But basically, there's mold growing everywhere, and that is the bigger concern. Me: My thought is prepare for the worst. It's just. I mean, find another spot. Them: I know. So I told that, and she's like, I think that we don't. We shouldn't worry about it just yet. Me: Yeah. Well. If you were to get another spot, would you do that through a realtor? Would you try to find it on your own? How would. What would your process be? Them: Probably find it on her own. Me: Okay. I think it'd be good to look to see what your options are right now. What you're. What you're not privy to is if anybody's leases are expiring. So there might be spaces coming available that you're not aware of. Them: Yeah. Me: I'd assume the proper realtor might have that information. And at the very least be making the phone calls to the different properties that you'd be interested in to see. Or you can do that manually if you want. I don't. Doesn't really cost you anything to get a realtor because you'll be the. The one leasing. So normally the landlord pays all those fees. But it does. It does sound like he's looking at his options of what he can do there, whether it's just sell it entirely, tear down, build. Scoring options. And even if you sign a lease, if in December, he's like, we're turning the building down. I mean, really no consequence. Them: Well, my thing is, is I'm like, we need to have more money saved or we're gonna have to get a big business loan. To do a build out. Me: Not necessarily. It's all. It's all part of lease negotiations on what the landlord would contribute. What that would look like. Them: Yeah. Me: And if in the case it's like, okay, there's a, you know, fifty thousand dollar bill daughter or something like that. Yeah. I mean, let's look at financing options. And it could also be a lot of landlords will build it out for you and just increase your rent for it. So it's like, all right, your base is three thousand, but if you want me to do the. The build out for you, your rent's going to be 4500. Them: Arvin's probably gonna be like six grand. Me: Yeah. I mean, whatever it is, right? It's. There. There's options available to you that aren't require you to, like, go through some extensive process or have to pay, you know, extensive fees or interest. Them: Yeah. Me: I mean, you've talked about relocating before all of this. So it's been something that's on your mind. Them: Well, I had a feeling this was coming. He also asked to increase our rent. So I'm like, I don't know. Me: What's your right now? Them: We'll just have. I mean, it's 29, 25. It's really cheap because we do everything. So, like, when I was looking at other spaces before this, it was like 4 500 for a space 500 square feet smaller. Me: Yeah. Yeah. Them: We're like, on, like, in a beach town. Me: Yeah. I mean, I think it's fair to have a conversation with them. Them: Yeah. Me: You know, like, what are your intentions? Like, hey, can we resign a lease and be like, what's your intentions with this building? Yeah, like, we're happy to stay here as long as you'll let us. And we also, if you are planning on tearing it down or selling it, that we could be impacted, we'd like to have a heads up so that we can also be able to relocate. So did you not sleep last night? Them: I mean. Kind of. Me: He's laying in bed stressing out about it. Them: Okay. I slept, and then I woke up at 3 30, and then I laid in bed and stressed about it, and then I went back to sleep at six. So. And then I was like, we need to raise the commission tiers. Which we really do need to raise because Kelly sent me what are what we spent in June, and 78 was payroll and payroll related expenses. Me: What you spent. Them: Yeah. I mean, it was QuickBooks through claw. I don't know if maybe it miscalculated, like, misclassified something like our accountant did, but let me see. Me: What was your rep, what you spent 70? What did. How much did you spend? Them: Okay. In June, the salon had a total income of 96 359. Let's see. The biggest swing on the expense side was payroll, employee wages. Were fifty thousand dollars and payroll taxes were seventeen thousand, almost eighteen thousand. Yeah. Me: Crazy? Them: I know. And that doesn't even include, like, what it costs to put payroll through. Me: What do you mean? Them: Like, what the payroll company charges us to process payroll. Me: How much is that? Them: Where is it? Wait, she changed this because maybe that's included in this because it did the last time say it was like $900. Me: So he paid sixty seven thousand dollars in payroll expenses in June. And you guys brought in 96. Them: This is different because before it said the percentage and now it doesn't. Me: And that includes your guys's salaries. Well. Them: Oh, by looking at the last. Yeah, that I am assuming that includes ours. Okay. This one is July, which I'll just send you. Me: I mean, you got how many people on payroll total? Them: 14. Me: Yeah, man, it's an average of thirty five hundred dollars a month in payroll, not counting the taxes, but that you're Distributing as payment. Them: Yeah, I just sent you the one, the July one that she sent that had the percentage. Me: Let's see. Ars in that five percent. Your run's not on here. Where's your rent? Them: I don't know. I don't see it on this one. It's on the. Maybe because she paid it. In June, and then she paid the August or. No, I don't know. Yeah. I don't know. This is just what she has from claude right now. But she might have paid our rent for July and June, and then she paid August on the first. Usually she pays it a few days early. Me: If. What's your highest commission tier? Well, that doesn't make sense. Well, I guess you got front desk people, right? Them: Yeah. And we hired someone new, so we've been training her. So that's additional. Me: Well, at 91, 50 of that is 45,500. So how is your payroll 50,000? Because I would assume if everybody was at 50, all stylists, you'd be at 45, 500 for expenses. Plus what you pay the front desk. Them: That's for July. We also did the commission bonus. Me: Okay. Them: We did the commission bonus. We are training another team member. And we also have a team member, or I think two team members that didn't hit commission at all, and we had to pay the minimum wage, so they weren't bringing in money they were costing us money. Me: There. You go. You got 12,000 a month going out to service and job supplies. Is that normal? Them: Yeah, about a thousand bucks a week for color and product. Me: Well, that would be 3, 000 a week if it's 12 grand a month. Them: Oh, I was thinking quarterly. Me: There's your payroll processing fees. 800. Them: Service supplies might also be extensions. Me: Can't really make a decision from this. Right? Because it's just like a brief overview of where money's going out. It's one snapshot on one month. Them: Yeah. She also sent year to date. Me: Can you share that? Them: Yeah. I just saw that now. Also, I feel like we've had a few people take vacation in July. Because it's slower. Me: So you're still sitting at about eight percent net income. Is cloud producing this summary? Them: Yes. Me: Oh, okay. So my, as with the individual months, labor dominates the cost structure. I'm like, Kelly wrote this? Them: I mean, Kelly does. Me: She's like that. I'm like, is this a human? Them: Yes. Sometimes I accuse her of using claw to text me, and she's like, that was just me. Me: Well, it looks like July was higher. Because if you average out of the year, then you're looking at 66 is payroll versus the 78. Them: Yeah. Me: Yeah. So Junior at 13.6 in July, we're at 4.7. And that's primarily due because you guys did commission bonuses. Them: I think it's the commission bonuses. It was slower. And Kelly and I don't pay our. We just pay ourselves the same amount no matter what. And then we had, I think, one or two team members on vacation taking vacation pay. And then we're. Yeah, we're training a new team member. Me: Okay. So it looks like you're the same you were last year. Because last year you finished at around 8%, didn't you? Them: I think so. Yeah. Me: Well, something's amiss here, because if you've raised prices, but sales and everything stays consistent. There should be an increase in profit margin there. Because your cost of goods sold is not increasing. Like all the other stuff, those other expenses aren't increasing at even if they are not at the rate that you just raised your prices. Them: Okay. Me: So what we would need to do is look at this year compared to last year, month by month. Specifically the, because you raise prices in May. Right May or April. Them: Yeah. I think it was May. Hang on. Let me look. Me: Did you do it the first of the month or in the middle? Them: First of the month. I could just look and see if someone's haircut was a different price on. No, I think we. No, it was the middle of the month. It was the second week of May, it looks like. Me: I mean. It's unlikely there's some major expense leak happening. Them: Yeah. Me: You know, it's like, even if we went in there and tightened everything up, what, what's the most that we're going to be able to tighten up here? A thousand a month, maybe. Them: Maybe. If we're lucky. I feel like. Me: Yeah. I feel like even just looking at the snapshot, there was a big leak there. It would be obvious. Right. It's like, why, why is this category have so much money going out of it? The two biggest are supplies. Which. Again, it's unlikely that you're bleeding a thousand dollars a month in supplies and you don't realize it. You have overstock somewhere. You know, there, there'd be something there that would reflect that back to you. Them: Well, and we do have Overstock from, like, a buy-in we did, and we're deducting that. Like, we are actually saving money right now on color. Me: Okay. How many more stylists can you bring on? Them: Probably two to three. I'd have to, like, look at the schedule. Two would be fine. Three would be tough, probably with everyone's schedules. Me: Two. As a salon average, not counting you and Kelly. What percent book does is this salon? On a weekly basis. Them: I mean, right now it's not as booked. I would say 60 to 70% Me: Okay. And what's, what's, like, realistic? Is it, is it realistic for you guys to get to 80 consistently? Them: We were. I mean, it's summer is tough. But the rest of the year, pretty much 80, 85%. Sometimes there's no openings for weeks. Me: Yeah. I mean, you look at it as, like, an annual average. Right. So if you're 90 six months and you're 70 six months and you're 80. Them: Yeah. Yeah. So that's, like, realistic, I think. Me: Right? Overall average for the year, you think you're about 80. Them: Yeah. Me: And what's is 90 realistic or. No. Them: I mean, maybe. Probably. Me: Because all that is, it's marketing, right? It's like if you get consistent leads coming in, consistent clients coming in, then your book, you're going to be booked out more. Right. Them: Yeah. Me: Just can't raise prices. You just did that. Them: Yeah. Me: So you're, your only options for increased revenue are to bring on stylists, which you have a capacity for that. To increase some form of marketing push to drive more leads into your business. Can't raise prices. Expenses are, you know, there's not going to be much fat to trim there. Retail's not going to do much for you. Right? I mean, even if you got everybody, like, pushing hard, it's not going to be. I mean, what profit wise, what's that going to add to you? Like another thousand a month. Them: Well, the thing with retail is I have a deal with Arinco, so everything that we buy, we get 10 off of. And we also get 33 back in points to buy products, like to get free products. So, like, that's what we use for, like, back bar. But now, like, they used to have this rule where you couldn't sell those products. Like, there were, like, there were, like, the label said, like, not for retail sale, and they changed that. I just put a sticker on it, but they changed that. So now, like, it could make us more money for them to sell more retail, but, like, it depend, like, how much energy do we want to put in that? Me: Yeah. That's what I mean, like, the return. Right. If you're going like, okay, we're going to train staff every week for the next six weeks to optimize retail sales, how much more money is that actually bringing into this loan? Them: And I think changing the commission split. Me: Yeah. Which is the plan still to do it in January? Okay, so we know that's coming. It's five months down the road. Them: Yeah. Me: Have you done the math with claude to see how much that's going to impact profit for you guys? Them: Kelly's doing it right now. Me: Yeah. Even then, I don't, I don't expect it to be a lot. Them: Yeah. Maybe. Either that or, like, because we have the different tiers, but every tier has the ability to make 50. Like, some of those prices are too low for 50 commission. Me: Yeah. And we can look at that. Them: And. Yeah, most of the girls who are hitting 50 commission are in the middle tier. The girls that are in the top tier are all, like, moms with a reduced schedule. So they're hitting, like, 45, which kind of does help us because their prices are high enough for us to make a little money. So I feel like it does even itself out in a way. Me: Well, one thing I'll do on my end here is I'm going to run this, this transcript and our call from last week. And see what I can formulate in terms of, of an equation. To see what, like, maximum earning potential actually is here. Hey, we want to have realistic expectations. Like, all right, what's. Them: Yeah. Me: There's a ceiling. So what is it? So we know, like, we, we can't build beyond this. You only have so many chairs. You can only charge so much. Them: Yeah. Me: Only so many hours in a day, there's a ceiling. And so whatever that is. Just having that in front of us. So again, we can manage expectations of what the earning potential is for this business. And then you can explore, you know, what, what's your other options are if that's not going to be enough money for you. Is there anything else you'd want to Define around your finances? Them: I'm not sure. I feel like there's, like, a lot up in the air there. I think I want to go through, like, the pricing calculator, too, again, and just see, like, where we would need to raise things next year with another price increase. Where we're losing what I think with some of our bridal services, they're too low. We haven't raised those, like, ever. Me: Yeah. I mean, that's, I definitely Avenue that you could bring in some more Revenue. Them: And we have fam, like, training everyone on, like, all the makeup artists on makeup, and that product is pricey, and I feel like we don't charge enough for it, especially for her experience and all the education she has. Me: Okay. Them: I also, even before, like, we were freaking out about any of this, was thinking about doing. I mean, Kelly and I, except for Kelly was like, she was freaking out, and then she was like, I think it's too early for us to freak out, which Grubble just. I was like, okay, like, are we not signing a lease? Me: Who's freaking out about what? About what, though? Them: Like, what the. Why isn't he answering us? Answers immediately when I say, hey, can we stay here? And then he's like, I'm going to increase your rent to 3100. It would normally have been like 30, 25, which I was like, that's fine. Me: Okay. Yeah. Them: But. Like, him not answering the last message, I'm like, okay, what does that mean? Me: Being a variety of things, but let's just kind of. You can follow up with another message today, too, if you want. It's been a couple days. Them: Yeah. Yeah, I might wait a few more days because I think he might be on vacation. But he's like. He also called me and asked me if I wanted to buy the building, like, last year. Which I don't want to do anyway. It's gonna. It's, like, sinking. The ceiling above my station looks like this. Me: I mean, it's. It might be time to just get a new location anyway. Them: Well, that's what I've been saying. This is why I'm like, we need to keep saving. But we, like, don't have enough in savings to, like, justify even trying to move. Like, we don't have enough for expenses. Me: What do you think the major cost is going to be for you? Them: I don't know. I see, like, my friends building out salons, and it's a lot. Me: Yeah. I mean, let's, let's find the space first and. And start the negotiations and see you guys have a, a business that brings in a million dollars of Revenue a year. Them: And, like, I don't have. Yeah. Me: And you got the, the financials to back that up. Whether you got cash on hand is that can be worked around. The fact that you have, like, a proven business model that's clearly bringing enough money to pay, like, that's what they're going to look at primarily. Them: Yeah. Me: That's much more. Lucrative for the, the owner than somebody that's, like, starting a salon. Like, we don't even know if you're going to be good at this. You guys are proven that you're good at it. We just need a new location. And so from a landlord perspective, I would choose the business that's proven that has, doesn't have cash on hand and work out something fine. Like financial wise with them than somebody that has cash on hand, but a brand new business. And I have no idea if they're going to be a good business owner or not. They're not going to default in their lease in six months because they don't make any money. Them: Yeah. Me: So there's a million one ways to make something work. You know what I mean? Them: Yeah. Me: Have you looked for spaces? Them: There's, like, nothing out there in our area. Me: Well, you'd be amazed at what manifests in moments that you need it. Them: I know this space manifested in the moment that we needed it. There's, like, so many salons in our area anyway, because I think I told you, like, the first sweets that opened up in our area are in, like, they're basically down the street from us. Like, we're just on the beach side of the town, and all of these suite owners, there was a big, like, mass Exodus where they were all like, we could be paying the same for a storefront and, like, sharing the storefront with other stylists. So, like, on our street, there's, like, 20 salons within three blocks. It's crazy. So I think we'd have to move away from there anyway. The other spaces that I looked at, like, before we opened the rent was high there, but there were a lot of other benefits to it. Me: Yeah. When you say hi, how much? Them: Like six thousand dollars for something, like, the same size, if not smaller than what we have. Me: Spaces did you look at that you got to quote. Them: I looked at three. One of them was 4500, but we wouldn't have, like, at this point, if we're moving, I want it to be something bigger. Me: Yeah. Which increases your earning potential. You go into a new spot. You can also have new pricing. Them: Yeah. Me: Yeah, we, we find ways for it to make sense. Them: Yeah. Me: If you're looking at an extra three grand a month, there's, there's ways to make that. Them: Yeah. I need to figure that out right now. Me: Well, I mean, just bringing in one more stylus can cover that for you. Them: Yeah. Me: They bring in, you know, eight grand a month in Revenue. They're bringing a two grand a week. After expenses. That should land you two to three thousand. So if, if we need to pay a, a higher lease, like we can find that money pretty quickly. What would you want to get clear on? Them: I don't know. I guess just like. I think I want to, like, go in and see, like, the. Where the expenses are. Like, how much of those Supply numbers are, like, color product, what's extensions. Because for a month to be the 12, 000 is a lot. Me: Yeah, I think we send cod and, you know, give it a really good prompt. Need you to just be, you know, our expert accountant that we pay ten thousand dollars a month for to come in and solve all our financial issues and look through our expenses, like with the fine tooth comb help us itemize everything that we could potentially be eliminating to help us increase our profit margin. Them: Yeah. Me: What are you feeling around it right now? Them: I mean, like, there's just a lot of uncertainty. Part of me feels like it is going to be fine for a little while. I don't think that our landlord would just be like, yeah, you're kicked out. Like, when we moved in, he made it a point to, like, he came in, he looked at the space, he, like, hugged me and thanked me for everything we did. He brought his wife back to look at it. He was like, I'm so proud of you. I feel like you're one of my kids. I was the same age when I started my business. So I feel like because he had, like, that connection, like, he was almost thinking of himself. He wouldn't, like, just be like, all right, like, next month you're gone. Me: I think he 100 with Nikki. Them: You do? Me: When it, when it comes down to money. It's an investment. Them: Yeah. Me: Right? If he's got a, if he's got a cash payout sitting there, he's not going to be like, I can't because, you know, Nikki's like a child to me and she needs to have the salon at base me three grand a month. Them: Well, also, he is a realtor. Me: You know. Them: So I almost want to be like, can you help us find some, like, almost make it like, hey, we understand you're trying to leave. Can you help us find something? But I don't know if that's too, like he. Me: Is he a commercial realtor that's active in the space and, like, actively he's commercial. Them: S trying, but, yeah. Commercial and residential. Me: Well, I would probably look for commercial agent. Commercial is a whole different animal to try to do both. Probably not very good at it. I don't know. Them: Okay. I don't know. Me: Also don't know if, like, your landlord's the best person to go through to try to, because he's, he's going to put his best interest first, right? At the end of the day, he's not going to eat money so you can make some. Them: Yeah. Yeah. I'm also like, I wonder if he has other properties. Me: Well, maybe. Them: That aren't sinking. I also don't know if they're gonna let him knock that building down because it's a historic building. Me: It's a fair question. It's like, hey, if you are just, like, thinking about doing something with the building, do you have other properties that you would, that could be a fit for us that you'd be open to leasing? Them: Yeah. Me: Great question. Them: Yeah. Me: Especially if you want something bigger. Maybe he does have a bigger spot. It's like, yeah, I got the 6,000 square foot place here I could do for four grand a month. You're like, sold. Let's do it. Them: Yeah. Exactly. Me: What do you feel? Is, is the, the biggest team that you'd want to manage? How many employees? Them: I think that would depend on. How much I'm behind the, how much I need to be behind the chair. Because I can see myself managing, like, a team of, like 25, maybe more if I wasn't the chair as much. Me: Do you feel you could still keep the culture that you're creating with that many people? Them: As long as we're picky about who we hire. Me: Okay. Them: But that's why I would have to, like, not be behind the chair so much because I feel like the vibe checks are so important. And with that many people, they would fall by the wayside if I'm behind the chair two to three days a week. Me: Yeah. Well, I mean, you, you, as you grow, you scale back, right? So if you're behind the chair three days a week, you had three more team members. Now you're two days a week. You had another three to five after that. Now you're one day a week. You get to 25. You're not behind the chair anymore. You're running a business and a team. Them: Yeah. Exactly. Me: Right. And so, like, you would just correlate that with growth. So basically twice the size of the team you have now. If you doubled it. Says simple math. I mean, you basically just double all your numbers. Them: Yeah. Me: Which. Your profit margin margin would go up. Because you just said, yeah, fixed costs, right? Doesn't matter to me. People you have, you rents your rent. Right. That's why even then, if you, if you get it to 10 to 12% It'd be a considerable amount. But you need the space for it. You don't have that now. You're pretty close to your earning capacity for what the space you have. So you're, your only option is the second location or a bigger one. If you're, if you're just going to keep the same business model. Them: Yeah. I think I would rather just have a bigger location. Me: You don't want to. Them: Yeah. Me: Way to have to go back and forth between those locations for them to be making close to the same amount that one location could be making. It was just bigger. You definitely want the one location. Them: That's what I mean. Yeah. With less rent. Me: Yeah. Two locations. Yeah. You'd probably pay more rent than just one bigger location would be. Them: What's crazy is I think that the location that Kelly and I started at might be freed up in a year, like within the next year. But I'm not positive. Like, the first salon we worked at, and it's big. Me: Want that? Them: If we could. I mean, I would love to be there. It's like in the town I live in, in, like, the heart of downtown. They have a big parking lot across the street. They're building up the area. Like, I, like, when I went to beauty school and wanted to work at that salon that was there before my, the salon we worked at was even there. Me: I mean, I would 100. That's where I would start. Them: Yeah. Me: I would go talk to if there's any salon space that you like, I would go talk to the owner and see if they're interested in selling. Because there might be, there might be somebody who's like, I got three years left on this lease, and I want to blow my braids out. Like, I, I just, I got to get out of this thing. I, it's killing me. And you come in like, we want to sell. Yes. Yesterday. Just get me out of this lease. Them: Yeah. Me: Do you have any kind of apprehension to that? Them: I mean, I would not be contacting them. However, my client is the landlord's daughter of that building. Me: Oh. Okay. Them: And they, like, let their water bill rack up to $20,000 last year. So I'm sure they're done with them. Me: Reach out to her today. Them: Yeah. Me: Ask her. Hey, is that property come available? Do your parents own any other properties that could host a salon? Because we're looking to expand. You see what your options are and things can get exciting and not so like, oh, my gosh, what are we going to do versus like, we got options. Them: Exactly. Me: Right? Options feel good. Them: Yeah. Me: You opened a messaging her today? Or. Them: Yeah. I'll message her. Me: Great. Them: I'm trying to think if anyone else, too. Well, I'm just like, what the. Me: Yeah. I mean, it's inconvenient and at the same time, if you decide to make this move and we find a better location, you get over the hump of the transition, you're on the other side, you're going to be like, ah, the space, this is spacious. This feels good. There's growth potential earning potential. We're in a newer building. Like, we don't have all these inconveniences. We got to parking lot. Them: Yeah. Me: Like, wow, this is great. We don't have a salon every other business surrounding us. Like, the competition isn't as intense. Them: Yeah. Me: It's just a better environment for everybody. And now it's like, wow, revenue is going up. We're booked out more. Our clients actually enjoy this. A lot of upside. It's just a minor. It's just moving, moving sucks. It's inconvenient. But what you don't want to be is obviously in a situation where he comes like, yeah, you need to be out October 1st. And you're like, we don't even have time to build out anything. Them: I know. Well, that's what I'm trying to, like, stress to Kelly. And she's like, I just don't think it's going to be a big deal. Me: Maybe it's not. But you want to be prepared in case it is. Them: Yeah. Me: Looking at spaces, negotiating contracts, none of that creates any kind of liability for you. You can negotiate a contract and not sign it. Them: Yeah. Me: And no harm, no foul. But to go out there and know what your options are just in case. I mean, that's, that's smart business. And it sounds like your landlord's giving you an inkling that there's some uncertainty happening around longevity here. Them: I know. I don't even know if I should, like, push on getting a lease. But also if I have to, we have to invest in air conditioning. Me: Well, we'll get that quote today and that will give you some feedback. Maybe it's just a flash. And it's nothing to worry about. If it's a fifteen thousand dollar replace, well, you want to drop fifteen thousand on air conditioner unit and a building that you may not be able to lease in a year. Them: Like. Yeah. Me: Or you want to put that money towards a build out towards the loan that you can signify to release on. And if you do have the ability to buy an existing salon, then there's not really a big build out fee. It's just going to be like whatever design features you want to change. And you, yeah, you, you might have somebody that can just do an immediate lease takeover. And then you won't have, you know. You have one month where you're paying both rents. Right. You got to pay the rent to build out the other spot gives you 30 days to get it business ready while you do your last month in your current spot and you just, you make that transition. I think it's exciting. Them: I. Mean, yeah, I just wish that not everyone else was in denial. Me: Well, that's leadership, Nikki. Most people want to stay comfortable. They want to stay with what's familiar. Even if it's comes with a degree of suffering. Them: Yeah. Me: And then the leader is like, no, there's a better way. And I'm going to lead us to it. And at first people are going to be like, but I don't, I don't want to go down that path. I don't want to do that. This, there's too much uncertainty. And then they feel the certainty in you as you lead them forward. Them: True. Me: It's really a conversation with you and Kelly. I mean, it's, you two make the decision. Nobody else is involved in that. It's your guys. It's your business, right? Them: No, I know. Kelly's like, we have a few years. It's fine. Me: Well. Maybe do, maybe don't. It's one thing that we do know is that you guys are nearing the earning ceiling for the location that you have. And so if you, if you guys can be at peace with that. Then, I mean, you kind of know what your future will be like for the next few years. Them: Yeah. Me: If you guys are wanting growth, then you're going to need a location that can support that. Them: Yeah. Me: And that's also going to come with its own pros and cons. Running a team of 25 versus a team of 12 is completely different experience. Them: Absolutely. Me: Yeah. So. Like, for you, that, like, we wake up one day. You'd be averaging six to seven, five checks a week. Them: I mean, that's fine. Me: That's just Vibe checks. Them: If I had the time. I know. Yeah, I know. Me: If you got a bigger space, you got options as well. You can hold bigger classes, which are Revenue generators for you. Them: Yep. What's the other thing? We can't, like, fit any. We can't really do classes in our space. Me: Yeah. Your socials create more opportunity. A lot of the things for that you guys enjoy doing. Just create some more opportunity for that. Them: Yeah. Me: Because, I mean. You pay somebody, you pay our code to come do a training for you for three grand. But now you have space for 20 stylists. You can sell eight speed, eight seats for 500 bucks. And, and pay that plus earn a grant. Because you got more space. Them: Yeah. Me: Right? I mean, so there's, it just creates, you get more options for Revenue. Limited in what your revenue streams would be, but oftentimes more space creates a bigger flow. More seats. Okay. I think it'd be good to just go out there and see what your options are. I would identify first any salon in an area that you'd want to be in. And then you can kind of pull up the websites and look at the space. And any of them that are big enough, regardless what they look like on the inside, as long as they're big enough, those become options. People can reach out to simultaneous simultaneously looking at just what are the available spots. That are there and just kind of see what our options are from that point. Identify any connections that you have to people that are either landlords or have a relationship with somebody that is a property owner. And, and see, even if they're, you know, it's a building with 1,000 square foot units doesn't mean they don't own another building. Right. Or even, like, who do you know? Because oftentimes property owners know other property owners. But this connection you have with the daughter, like a great resource. To find out what he has and to, like, hey, does he have any ideas on, on best practices for us to find a space? You know, you're a landlord. Like, what, what do you know that we don't know when it comes to finding spaces? How, how do we find out if something's about to hit the market? And then that would be the other thing is any specific properties that you'd want to be in. Just contacting that, that owner or whoever the representative is and see, is there any spaces coming available in the next 12 months? That's where I would start. Them: Okay. Me: And then now you get, now you get an idea of what you can find just on your own. And if none of those are exciting, then get a realtor. And let them know what you're looking for and have them go to work and find it. Them: Yeah. Me: That's their job. That's their jobs to find the, the space. This is what I need. Go find it. Go knock on doors. Make your calls, whatever. This would be fun. Them: So much fun. Me: When's your next day off? When's your next half day off? Them: Tomorrow. Me: Go drive some properties from. Them: Yeah. Me: Now that you're looking, you're going to see things you didn't see before. Them: I'm always looking, but maybe. Oh, yeah. Me: How are you? Them: Oh, always Grubble's like Grubble's been trying to convince me to move into this old bank. Which maybe looks small as hell, though. I think it's smaller than our space. Me: Looked at the, is it for lease? Them: I think so. Me: What's the address? Them: Let me see. It's in Spring Lake, New Jersey. It's, like, around the block from us. I think it was on loop net. Spring Lake Heights, maybe because it's not coming up here. Oh, no, I don't see it. Me: Springfield heights? Them: Spring lake. Me: Of spring lake? Them: Yeah. Me: How big is your unit now? Them: 1750. We have, like, a garage attached, though, that I don't know the size of. Me: I see. It. I just texted to you. Is that the one? Them: This is not the one. This is another one, though. Me: Oh, interesting. Them: What's going on with all of our banks? This one's bigger. Me: 2200 square feet. 20 parking spots. Them: I wonder how much that rent is. Does it say it just says negotiable. It has been on the market since this. I think this has been closed. Since we rent, like, started renting our space. Because I've never seen anyone there. This is next to the building I want to be in. Me: That building that's behind it. Them: Like that big plaza in there. Me: Yeah. Them: I looked at one of the spaces in there. It was 4500 a month. It was like, I think the same size as our building, though. But if something closed next to it, there'd be room to expand. Me: Where, where do you, what kind of like, what's the name of the town or area that you're in right now? Them: Lake como. Me: Okay. Them: It's like lake como Belmar. Me: Yeah. Them: You seeing nothing? What are you saying? Me: Not a lot. Them: Yeah. Me: What would your use be considered? Retail? Them: I think so. Me: Also do industrial. Them: Yeah. A lot of these are, like, way out of where we would want to be. Me: Yeah. Like Neptune ocean Grove, Ashley Park. Them: Yeah. No, none of those. That's like, if you want, like, the clients would have to pay for parking. Me: Yeah. I mean, it's very likely that the, the place that you're looking for is just not listed. Them: Yeah. Me: The Neptune Township. Yeah. I mean, I think what you're going to see on loopness, it's like the that's sitting on the market that people aren't renting. Them: Yeah. Me: You know what I mean? So I wouldn't necessarily use this as the primary source of, like, what's out there. Them: No, I'm always driving around and looking. Me: Would you go up to ask me park? Them: No. We could probably take a salon from someone else there, but it's like, asbury is getting very overdeveloped. The whole town keeps flooding and all the businesses keep flooding and you have to pay for parking and client. We keep getting clients that are leaving salons from there because they're sick of paying for their hair appointments. Me: Oh, really? Them: Yeah. That's where Lindsay used to work. And Neptune is a bad area. And that's right next to Asbury. Ocean Grove is like, there is no parking because you don't have to pay for it. Bless you. Me: Thank you. Okay. All right, well, let's start calling around. Them: Yep. Me: And. On the other side. There's a brand new building in Neptune. 2150 square feet. Them: What is the address? Me: Text it to you. Them: I think Kelly the bank. And she goes, Joe said he's not selling soon. Me: Huh? Them: Oh, we were in. We were next to this building. This is a bad area of Neptune, though. Oh, yeah. The old Rite Aid. There were kids holding each other at gunpoint there when I worked over there. Me: That's exciting. Them: The salon that I managed is on the other side of the Burger King that's over there. It's interesting that they're going to be doing that. Me: What about this location? The location, not necessarily like the what's for, for lease there. Them: Oh, that's where my acupuncturist is. Me: S kind. Them: I wonder. Me: Of management. Because they got two side by side that are 1200 square feet. So you could probably combine those for 2400. Them: Interesting. That might be. Really cool. Me: Yeah. I don't know if there's, I don't know if they're side by side, but if they are. Them: And they have a lot. Yeah. I know she, like, hates the landlord, but, like, how much can you really hate the landlord? Me: Who? Oh, your acupuncturist? Them: Yeah. I wonder which office it is. Me: So. You have, it's like, I feel great. I feel the energy. Let me come back in here to. Them: Very interesting. Me: The. Them: Wait, it says all three. There's one that's 1500. Oh, but that's just an awful. Me: That's the second one. That's just office. Them: Yeah. Me: All right. Sister, this is great. Them: Kelly said Joe said he's not selling soon. And he also increased our rent. Me: I. Posted it. Next. Oh, she's talking to him. Them: No, she was. When I sent her the bank. This is what I mean. Me: What do you mean? I thought you're going to say more. Them: She. She's, like, very resistant to it. She and I had our meeting, and I was like, we have to come up with the backup plan. And she was like, no, we don't. We have a few years. But, like, he didn't tell us we have a few years. Me: No. Them: I did my message. I said. Where is it? Thanks for the heads up. It makes sense to look at your options. I do want to ask you directly, though. We're planning our next couple years, and we'd hate to be caught off guard. If something did move forward with the building, what would the timeline look like? And how much notice would we get? Can we get the new lease terms on paper so that we can plan around it? And then I was like, sorry for the bunch of texts on a summer Friday. I know you have a lot going on. Me: Kids. Not, not necessarily quick, immediate answers, though. I mean, he should respond. Like, give me a couple days and let me form that a response versus nothing. Them: Yeah. Me: But. Them: I know. Me: Most people don't communicate well, Nikki. Them: Like, half the time he's like, I'm in Italy. We're like, okay. Me: Okay. Well, again, regardless, it's good to know what your options are. Them: Yeah. Me: Because even if the decision has nothing to do with your current landlord or property, it could be a decision on growth. Like, we've hit a ceiling. Them: Yeah. Me: And this space is becoming available in April next year. So let's plan to lock that up. Because you, do you also want to, like, what if he's like, okay, if you want to do a lease, it's five years. Them: I don't want to do, like, five years. Like, maybe two. Me: Okay. Two years is also a long time. Them: Yeah. I think mentally, I'm like, let me move through, like, moving out of this house, which we're likely doing at the end of this year, but I just have a feeling everything's going to happen at once, so it's fine. Me: Well, I mean, that it would be great for you if you are going to make significant change. If you and Ryan are considering having a child in the next couple years, what, what's the sequence that you would like to see happen? Would you like to have baby first and then home change and then business change? Would you like a different sequence? What would be your ideal flow? Them: Yeah. I. Want a. Ball. First. Me: You want to do a home change first? Them: Yeah. This house is small as hell. Me: Okay. Them: And then I always thought it would be, like, home change baby. And then move the business. But I think that it's going to have to happen, like, hopefully home change and maybe business change or business change first. Me: I mean. Ideally you want to have own business dialed in before baby comes on board, but whatever happens, happens. Are you guys actively trying or. No. Them: I have to wait until I get all these ultrasounds still. Me: Yeah. Okay. Them: And then they gave me, like, a timeline if I need to have surgery. But that's my other thing. I'm like, I'm going to have probably have surgery. I don't foresee this pain going away without them cutting the open with how it's been. Me: Yeah. Them: And, like, moving the business and, like, dealing with all of the unknown and just like, it's scary to me to think about moving this business when we have $23,000 in our savings account and six grand in our checking account. That feels like it's not enough for any of our expenses if something happens. And I like my in-laws gave us a loan to open willow and Jade in the first place. It was a small loan. I don't want to ask them again because they want to buy a house for us. So I'm not going to ask them again. Like, that's just, I'm not doing that. And also Grebel had his own business and basically did everything for us to open. We don't have that now. Me: Well, I mean, we can focus on all the things that are going to make this hard and not work. Them: I know. I'm just telling you what my fears are. I'm not allowed to have them. Like, I already know that I need to get over it. I'm just telling you, this is what, like, ran through my head. And then on top of that, Grubble's like, oh, well, he's off. He's not going to just. He's like a. The landlord is a cheap guy. He's not just going to say, oh, I'll put $1,000 towards your AC if he's going to, like, rip the building down in three months. And I was like, okay. And then Kelly's like, he. It's going to take years for him to do anything. But I'm like, all right, I think that we should care a little bit more than this. And come up with a plan. Me: I mean, yeah, like, and again, like another angle to look at it through is like, what, what is the vision for this business? Do you guys, regardless of lease situations, do you want to expand? Them: Yes. We always say that. Me: Then let's look at that. What, what, what would you rather have? Because that, one thing to keep in mind is. Would you rather find a home and then hope to find a business space that's close to that home or find a business space and then try to find a home that's in proximity to that business space? Them: I mean, either way, the business space is going to be relatively close to where we want to move. So that doesn't really matter. Me: Okay. Well, I still say, see what your options are. Because you could be looking at a ninth, nine to 12 month window. But you also want to know what your options are before you sign a lease. Them: Yeah. Yeah. Me: Like, just see what's out there. Have the conversation so that you can make the most intelligent decision for you and your business in your life. And then if they're gonna, you know, your in-laws are going to help you put it down payment down and buy a house. Great. Did you pay that first loan back? Okay. What's also not have, like, feel as if it's inconvenience to ask people for money. That you, that gave you a loan, you paid it back. There's nothing wrong with asking it for a second loan. It's not like you, it's not like you defaulted to the first one. It's like, can it also get another 30,000? It's like, no. Them: But. You have a Grubble also took a loan from them that he hasn't fully paid back and is taking him a lot longer than what mine took. So I just feel like. Me: When you, when you have a child, what's, what's, what's your limit for what you'll help them with? Them: I know, but it's his stepmom's money. Me: Who cares? Like you. You are intelligent enough and emotionally intelligent enough to read a room. And if you are approaching that conversation, if you're, you'll be able to sense if there's a contraction around it, if it's an inconvenience, if there's a, like, you guys, we're sitting on five million dollars here. If you guys need 20,000, it's not a big deal. Them: Yeah. Me: Like, we'd much rather us loan it to you than go through a bank and you're paying all this interest or you have all of these tight restrictions. Let's just help you. Mo's alone. Get the best terms. Right? But again, that's further on down the road. We might not even need that. But if you find the ideal space and it's like, this is everything we need, but we need 30 grand. Then we can look at your options there. What would you want to talk about today? Them: What I wanted to talk about was I had an idea, which I was like, Arvin's either going to be like yes or absolutely not. And the idea was that I think we should do some digital materials, and one of them could be, like, describing what our Vibe checks look like. And me, like, it could have a video of me attached explaining what each question is and why we ask it. And a little bit on how to navigate the conversation, even though, like, I don't think that's going to be like a video is not really going to be enough for that, but at least to share the questions and why they're asked. I think that would be valuable to people. That came off of someone asked me to be a coach for her coaching program last week after my call with you. Me: Oh, I see what we're holding. Okay. Them: Well. I'd rather. I told her, I was like, right now, my team needs me a lot more. And she was like, yeah, I've been there. And then once I got over that and my team didn't need me as much, I started the coaching program. And maybe that's when you can be a part of it. But I don't know. Then I was like, why am I not, like, putting out some of these things that people are asking me for anyway? Me: Yeah. I mean, if you want to just create something simple and put it out there and test the waters and just get a feel for what that experience is like, by all means, you can do that. Them: Yeah. Me: I mean, you could try and charge for it. It feels, it feels more like a lead magnet than a digital product. It feels incomplete. Them: Okay. Me: What experience are you wanting to have here? Are you wanting to just kind of throw your line in the water? And see if it hooks, see if you like it? What would be the purpose? Them: I think so. I think just seeing how I feel when I do it, I think I just have to, like, do it and see. Me: Yeah, well, just, just know that this is the first time you've been, you create anything like this, right? Them: Yeah. Me: And so there's going to be a complexity there that won't exist after a couple iterations. But the first time you do, it's going to be the hardest. And so if, if you go in with the mentality of, like, I don't know if I'm going to like this, you're going to have a tendency to focus on the things that you don't like about it and make it feel like that's what the experience will always be. And it won't. Them: Okay. Me: See if people will opt in for. Them: I want to sell it. Me: You. I think you sell the whole, the whole package. It's like, this is how we get our stylists to increase their revenue by 20 more or more a year. And we do it through the annual goal setting session. We do it through Vibe checks and we do it through metric check-ins. And, like, that's the threefold system. I would sell that. Them: Okay. Me: Versus the vibe checks. Them: Yeah. Me: Because the vibe checks are a catalyst to what result. Them: I mean, I guess it's just mostly because people are asking me how to communicate with their team and how we do it. Me: S that these other salon owners are having with their team that they think the, the vibe checks would solve. Them: They feel like they can't get through to them. And they. There's, like, something lost in translation. So this would keep communication on track. Me: So. But what's, what's the, what's happening that, that's being reflected, are people, they have high turnover? Do they have, like, people aren't following the rules? Them: Following the rules or meeting expectations, and they don't know how to communicate that with them. Me: Well, vibe check's not going to solve that problem. Them: Okay. I came up with this. Me: Well, there's. Them: There was a woman in the my friend's coaching group that she has. She has a circle account she invited me to it. And I was talking with a few salon owners, and they were like, yeah, we don't know why so and so isn't listening to this. We don't know why this one's resistant to a price increase. We don't know why this one is afraid of charging this. And I was telling them about the vibe checks and how in them when we had people who were resistant to the price increases. When I asked them if there are any stories they're telling themselves that they're not sharing because of conflict or confrontation, they would bring that up and then we would break down what that meant. That's why I think along with here's a list of questions, there needs to be a video of me explaining why, what potential answers could happen and what to ask next. That would be helpful to them. Me: I mean, I think it'd be a, what do you think you would sell it for? Them: I was thinking, like, 47. Me: Yeah. So we'll take a product. Them: Like, not hard. Me: I mean, I think it'd be good for you to see, like, you put something together and see people buy it. Them: Yeah. And then when I, I don't. Me: It's like, so I just put that out and, like, people just buy it. Like, yeah, that's digital products. So the only expense is me, the time to put it together. Yep. As a digital product, so it's not, it's not meant to be the skill developer. Right. Because when I say a vibe check won't solve that problem, what I mean is, like, the five check container does for sure, but it's only as good as the person that's running the vibe check. And you can give somebody a list of the 10 best questions ever asked. Doesn't mean they're going to ask them well or know how to reflect back or follow up or like any of that. Right. So they ask a really good question. Somebody's like, you know, I feel really intimidated by the staff and I just feel really afraid that if, you know, I'm making these changes, all those clients, and they're like, okay, next question. And they're like, what? I just shared. You just skipped right over it. Oh, my God. Them: Know. Yeah. Yeah. Me: Well, I feel worse. Them: Yeah. But that could also be, like you said, a lead into if someone wanted to do one-on-one coaching with me and it was worth my time for the price. And it was like. Me: Vicky negative. Them: Okay, it's not Arvin. We need more money in the salon so we can get a new location. And you just, you keep telling me, well, it's not making enough money. How the else am I gonna do it? Me: You're the one say you want to shelf this conversation for a while. Them: It just feels like it's the only way that we're gonna be able to make more money without high overhead. Me: Let me. Show you something real quick. Here. Give me one second. Let me find it. And I'll share my screen. Them: And also, should I send a follow-up text to my landlord? And what should I say? Me: Give it a day. Where. Is she? Did I say that yesterday, right? Them: I just got a text from Kelly that starts with bro. The amount of money the commission structure change would save us is insane. Me: Oh. Really? How much? Them: How much? Me: I don't see how it could based on the numbers that we looked at before. Well, we kind of, like, briefly looked at how much that would save you in commission splits. Them: Will she. So when we were on the phone earlier, we had our meeting. I asked her if she could plug in everyone's commissions for the year. Into claude. Like what everyone made. So I assume that's what she did. She's not answering, though. Hang on a second. I'll be right back. Me: There it is. Interesting. Okay. Them: What'd you find? Me: Well, I'm going to share it with you now. Do you know who this person is, Kristen Lemire? Them: Yeah. Me: So she's. I just joined this school group on Friday. For running ads. Them: Okay. Me: She was in there. I made this post. So she runs this webinar. That sells a course that brings her in fifty thousand dollars a month. Which is a little odd. Something feels a little off here for me. And it says, she says, I do a deal with DIY course, so it's just an automated webinar that sells this course. I don't know how much the course is. And then that leads to a DIY membership. With 150 continuing educations once they graduate the course. But the thing that's odd is that her membership is here on school. It's only 33 bucks. Wait, hold on. Yeah, it's only 33 bucks. Which is interesting because, I mean, that's good. She's still making six grand a month off that. Right? Or she's just, like, helping people work through it. But it's. And, like, here's. So she just runs ads. To this, to this landing page. Right. Not even that in depth. It comes in. Let's see. This thing's giving me the details. You know? Them: I've taken one of her webinars before. Me: And was it valuable or is it just. Them: It was just trying to sell you her other program. Me: Yeah. Which we would do it entirely different. Them: It just feels like the salon is so, like, limited. And as much as I think that it's not going to be, it just is. Me: Sunday, August 9th at 3 p.m. Okay, so she's doing something live, looks like. Them: Yeah. Me: Messaging is confusing. But it's like what she's put together here is, like, the basic iterations. This is like, this is. This is easy to put together. Especially with clog. Them: Yeah. Me: If you ever make the decision you want to do it, Nikki, you and I can build this out quickly. This, like, I know how to do all this stuff. I'm doing it right now for my own business, right? I mean, mine. I want this membership in basically March, and I'm already at the 17,000 a month in Revenue. You know, I'm not even pushing it hard. Them: I. Like, get in my head about, like, a few things with coaching where one, I feel like I don't actually have enough experience under my belt. And I know it's, you just need to be, like, 10 ahead of everyone else. But there's, like, some problems I'm not able to solve, and I don't think I even want to when it comes to salon ownership. It's really just leadership. And I don't know. Then I'm like, my team needs me. Like, what are they gonna think if I'm investing time into something other than them? And the whole point is being a leader to them. And I feel like I'm not my work isn't finished with the team. Especially as we add new people. So then I'm like, I don't want to, like, take away time from one to feed the other constantly. So maybe the time needs to be better where I feel almost like with hair where everything feels like automatic. But there's so many, like, it keeps coming up because it just makes more sense to do something like that. Me: I mean. You have the expertise, you have the experience. Some skills you have, some skills need to be developed. You also have me in your corner. You also have Stephanie in your corner. Two people that know how to do big things in this space. That are in direct proximity to you got calling in your corner. Them: Yeah. Me: I mean, you got a network of resources that most people don't have. One, if they're lucky, you got three. You know? And so it's, you got one? Them: Oh, I also might have gotten speaking engagement. Without ask for you. Me: For me. What do you mean? Them: We'll talk about it later. Me: I did get invited to speak at an event in October in Atlanta. Them: Well, there's one in April in Florida. Possibly. Me: Yeah. I love speaking. That's my favorite. We talk about face and fear. You get on stage in front of a few hundred people. Them: Yep. Well, and she's gonna ask Ed milet. Me: Oh. Yeah. Them: So she's like, I want to get someone for communication. I'm gonna have ed if he can, Callen. So I was like, why don't you ask Arvin? She was like, oh, my God, you're right. And I was like, I don't even know if Arvin does that. I didn't tell her that, but I was like, oh. Me: Yeah. I love speaking on stage. It's. I create an experience. Them: I mean, I believe it. Me: Yeah. Them: But, yeah, I don't know. I just, Kelly just sent me a document on commission analysis. We, like, had a meeting with one of kalen's friends, who's a human design expert. She's really cool. And she was like, why aren't you guys coaching? I was like, God damn it. Every time that I talk to anyone, then I am in this salon owner group. And I think I also needed to see, like, need to see what's out there and stop thinking that everyone knows what I know because, like, the people in this group, it's actually, like, crazy the questions that they ask. Me: Well, the only reason you're not doing it, Nikki, is because you're afraid. Them: I know. Me: I I don't even sense it being like a no for you. I think it's more like you're afraid of the repercussions if you do. Not. Not so much of, like, I just don't think I'd enjoy it. Them: I think it's like it's fear, and it's also just, like, doing the new thing and dealing with the discomfort while I'm building it. Me: I I love your first idea. Let's create a little digital product and just put it out organically, see if you can get 10 people to buy it from you for 47 bucks. So you can sit there and be like, wow, I just made 500 bucks. Like, that's pretty crazy. Them: Yeah, well, that's like. Yeah, I think I, like, need to build the confidence like that. While I'm still also very devoted to the team and, like, helping them grow. Me: Yeah. I mean. If you do too much for your team, they, they'll start to lack self-sufficiency. Them: Yeah, well, just, like, we hire. Me: It's like you don't, you don't need to be available to them 24 hours a day, right? It's not like, oh, they need more access. They need more access. It's like, well, they need to have the necessary support and training for them to do their job well. But part of that is their own drive and initiative. It's not yours. Them: Yeah. Yeah. Me: And so. More time does not necessarily make them evolve faster. Does not, it doesn't necessarily create the outcome that you're after. A necessary amount of time is, is obviously needed. But an overabundant amount of time does not necessarily create a better experience for everybody. Them: I think I'm trying. Me: So it's like, what do they need? Provide that. And then whatever time is left over, you can look to how you want to fill those time blocks. Them: I think I'm also trying to figure out, like, the stylists who are doing the best in the salon are the ones that had one-on-one time with me when they were, like, in the beginning stages of their career. So I'm like, okay, well, they had, like, eight hours a day, several days a week, one-on-one with me watching how I communicate with clients, watching how I Market myself, watching a, b, c, and d, and we're hiring these stylists who aren't brand new. And I'm like, well, how do I give them that much of my time now? And how do I give them all of that information now? And I feel like I'm meeting with them every single week to try to help them build. And with one of them, I think she's growing great. The other one is going to take time. And I feel like I'm almost failing her. And I'm like, is it because they need all of my time like the other girls had? Does that make sense? Me: It does. It sounds as if you already have a belief that to be true. So if that's the case, you'll find the narrative that supports that. Them: Okay. Me: What would Callan say? Them: She would tell me to make an AI bot to teach them. She'd send me a prompt on my own business that she created by, like, just looking at me. Me: She would probably say, I wouldn't hire somebody that needed that much of my time to do their job. Them: Yeah, that's true. I don't even know if, like. They put that expectation on me or if I, like, put that expectation on myself. Me: It, you, you create the expectation. Them: All right. Yeah. Me: It's like. If you tell somebody they got two days to get the job done, they'll take two days to get it done. But if it's the same job and you, you got two hours, like, they'll figure it out. Them: Yeah. Me: Right. And so it's like, if you give them eight hours of your time a day, they'll take all eight of those hours. If you give them two and you're like, I still need you to perform, but you only get two hours. They're probably going to be more attentive and ask better questions and, and really leverage that time because it's scarce. But if it's just abundantly there, then they'll soak it up to whatever extent it's available. Part of its hiring, which it sounds like you're hiring better, but it's, if there's a training element, great. You can make a requirement like, you know, if, if you want to excel, you can. You come in on your own time, you shadow me, and I'll, I'll, I'll do those. Like, I'll help you with those things. I'm not going to pay you for it. Right. It's like those, those, that additional training is there if you want to move faster, come in on your day off and shadow me. I'll answer all your questions. Those are also options. You don't need to pay somebody. To come learn from you. People should be paying you to learn from you. It's like you look at coaching, it's like, all right, you're gonna, people are going to pay you other salon owners, stylists are going to pay you to learn. But inside of your own salon, it's, it's, it's like the mentality is switch. It's like, let me pay you so that you can come learn the decade of experience that I have in my craft. And so you can provide an extent. It's like, all right, here's the free training that you get. And if you want additional, the investment isn't money, it's done. You can invest your time to come learn from me. It's also an option. But if it, if your structure is set up to, like, okay, you just, you just have all this time with me. Then you potentially bring people on that are going to need all that time. And then that, that just puts so much limitation on you versus a players. Do you know that you can sit down and have a conversation and like, all right, here's, here's how you create a really good carousel. And then 48 hours later, they come back with the carousel created. Like, what do you think? This is, I just took everything that you showed me, and I went out and I built it. Great. That looks really good. I just make those tweaks. Okay, great. And then, and they get better. Versus people that are like, hey, did you do that Carousel? No. I was slammed for two days, and then, you know, I got home. My dog was sick. And then, you know, I just, I didn't get around to it. It's not an a player. You don't, you don't want to create an experience where everybody is dependent on you. Them: I mean, that's the experience I'm already having. Me: There's a party that's allowing it, almost encouraging it. Them: Yeah. Yeah. I think a lot of my life lately has become how am I going to be able to sustain this and do anything else? Like, how am I going to be able to sustain this and have a baby? How am I going to be able to sustain this? And if I wanted to start coaching in a few years, do that. Me: Well, I mean. A statement that we've all heard is what, what got you here won't get you there. Them: Yeah. Me: Right. And so it's the way that you ran things up to this point is created a current reality. But the reality that you're wanting to create next cannot be created in the way that you're doing things now. And so we, we'll need to make adjustments. For that growth. But we can always keep our finger on the pulse of what's important to you to make sure that that doesn't get compromised to an extent that now it doesn't feel good for you anymore. It feels out of alignment. Right. Them: I feel like a lot feels out of alignment lately. Me: Yeah. But out of alignment with what? I think it's, it's multi-tiered right. It's that there's a version of you that you're trying to expand into that your current way of doing things is out of alignment. Them: Yeah. Me: I'm sure there's just aspects of the way that you're doing things that don't feel fully congruent just with how you want things to be right now. And that's why it's important to have people that you trust in your life that can reflect back to you if you ever do, you know, compromise on something that. Could unintentionally put you out of alignment or integrity with anything. I was literally having this conversation with Ani this morning, just like. I feel torn between the, because right now I'm, like, on the cusp of something that has, like, massive earning potential. Like, I want to leverage that because I don't know how long this window is going to be open and when a window like this will open for me again. So I don't want, I don't want to, like, I want to maximize that. Right. So waiting five years for this opportunity. I want to squeeze all the juice out of it. And at the same time, I want to make sure that I don't compromise on my values and what's important to me. But at the same time, I don't want to be limited by such, like, tight constraints around that. So just, like, trying to navigate that. And so it's like, I need to make sure, you know, if you ever see me doing anything that you feel would be incongruent with what I say is important to me, like, name that. Because that's, that's what I'm afraid's going to happen. Them: What are you afraid is going to happen? Like, what values do you feel like are maybe being compromised? Me: That I would allow the just the allure making more money to compromise on the support and experience that I provide. I'm just making sure I don't have a crossover that line because it's just something I've been such a. I mean, that's what I've spoken against for so many years. Is people that, you know, Sell things and under deliver. Over promise and under deliver. And I don't want to do that. Them: Do you feel like that's also a story, though, that you're telling yourself? Me: I base it off of, like, what my perceived value is. You know, I I've been behind the scenes of people that sell, like, very high ticket things that I think are garbage and, and just hearing the dissatisfaction that a lot of people have from that. And just knowing what it takes to create a result. Them: Yeah. Me: Right? It's just like. It's, it's educated. There's intelligence behind it. It's not just based on, like, reactivity or anything of that nature. And there's just like, I know what I like to create. I know the experience. I want people to have the connections that I want in the room. And just making sure that it's an experience that feels good for both sides. So just having your awareness online and being able to feel what's happening and being able to discern what's at the root of that feeling is what can help, you know, what positions you to make intelligent decisions. Because you're making that from a place of intelligence. But part of growth is also challenging beliefs. And so it's just making sure I'm doing that from an intelligent place. Them: Yeah. Well, like, I see Steph's group, and she has, like 700 people in it. And the only. And she's only ever had two people quit or, like, want a refund or whatever. And we'll talk about it all the time. And she said, like, every, like, certain amount of members she hires another person to help with support. And make sure that they are aligned with her values and what she would also coach to. Me: Yeah. And that becomes a decision, right? It's like, do you want to have a business where you're the primary form of support, or do you want to have multiple layers that now people are disconnected from you? Which there's no right or wrong answer? It's a preference. Them: Yeah. Well, now they just get her in a different capacity. Me: It's strictly a preference. Yeah. Them: But, yeah. Me: My question, you know, it's like, are people getting results? Are they happy? How are they talking about you when you're not in the room to other people? Like, those are the variables for me that are important. As long as, like, everybody's happy, then I keep doing what you're doing, right? All that to be said, you know, no matter what decision that you make, it's going to come with complexity. And there's just going to be mult, like sometimes multiple things pulling at you at once. It's like, can you just be with that? Can you just be with the fact that these little urges, all these other things are just lingering as part of the experience? And just continue doing your thing? If you wanted to do the digital project, first place to start would be just laying out the curriculum. And if it was the three elements, if it's like we do the annual session, we do the monthly. Five checks, and then we do the quarterly metric checks. Right. So we have annual quarterly and monthly. Those are our three check-ins that we do. And here's the framework for all three of those. And then we can package that in a variety of different marketing materials. The hardest part is putting together the actual product. And so before we even worry about marketing or anything like that, all we would do is create the curriculum, shoot the videos, create the PDF. Claude will do all that. And then use up. So I will put together some questions for you to rip on in depth. Them: Okay. Me: And then we can extract that curriculum. Them: All right. Cool. Me: Same process I use for myself, Krista, like anybody that's building on any kind of course or curriculum. Just an extraction of your entire process, and then we can put it into a simple step-by-step sequence for somebody to follow. Them: Yeah, I think I just want to, like. See. Like, I guess really just test the waters here, like you said. Me: Yeah. Them: See what happens. Me: What would your intro be? Give me your intro sentence. Like, hey, it's Nikki. Welcome to building your business. Them: That's such a. I would probably say, I think we would use, like, the same education business name we had. So it'd be like, hey, it's Nikki. Welcome to sick hair world. And this is where I teach you how to not hate your employees. Me: Yeah. Great. You got it. You got great tonality. You got great presence. Them: Oh, I'm literally about to start choking. Me: Yeah. And nobody sabotages the way you do, right? Them: They just don't do it like me. Me: I know you got it dialed in. Them: I don't know, Arvin. It's like. I have this battle in my head all the time, and I think it's easier to just say, like, just don't do it and just deal with what you have because you're already doing it. Than it is to, like, overcome the fear of, like, visibility that I suddenly have since I started owning a salon. I never had that. Like, I don't know. But I just know that I'm meant for more. And that's been a topic for years. I know you want to roll your eyes where you probably just did. Me: No. Can I reflect something to you that. Oh, go ahead. Them: But no, I just. Every time I get the opportunity, I, like, will always be like, no, it's just I'm gonna work on the salon, do this and that. And, like, I don't have to coach. Who do I think I am? I don't have as much experience. Like, there's all. There's a woman right now who's picking coaches in our industry apart like crazy and trying to say, like, they're unethical and they're taking money from people and they have no right to be teaching, blah, blah, blah, blah, blah. So it just feels easier to not do that. But then whenever I get an opportunity to sit with someone who actually does need my health and I see, like, the light bulb go off, I'm like, why am I not doing this? But then I watch Krista get dragged all over Tik Tok. And I know that she probably doesn't give a. And I'm like, why do I care? Me: Of course she cares. Them: I know, but, like, also. Me: It's. It's not. That's not easy to take that kind of negative backlash. She also creates very polarizing content. Them: Yeah. Me: And she has a very direct delivery that. That, like, people, like, magnetized to and repel to. So she's. She's. Them: Yeah. But, like. Yeah. Me: Made it. It's part of it. You start marketing yourself out there. You're gonna get people that talk. Them: I just don't know why I care now or why it, like, bothers me. Me: Well, it's. You're experiencing a very natural, normal human experience. Them: I guess. I just. I think I, like, keep comparing it to, like, building my clientele and doing hair because I was very, like, public about all of that. And I had a lot of people who were, like, working next to me talking about me because I was growing so quickly. But, like, it didn't bother me then. And now I feel like I'm so, like, I'm, like, a little about everything. Like, everything. I'm so vulnerable. Me: Hey, it's impossible to look back with 100 accuracy of what your actual experience was during that time. You're. You're always gonna reflect memory through a distorted view. Them: Okay. Me: And so we don't actually know that to be entirely true. Whether there was actual some insecurities or anything that were happening that maybe you just. I mean, how long ago was that? Them: I mean, up to four years ago. I just feel like back then I, like, would get mad, and then I would just keep working, and then I would be more satisfied by, like. Me: Yeah. Them: How much I was succeeding than caring about what was being said about me, and I would almost, like, laugh at it. And I, like, almost felt more confident, or I'm looking back on myself and feeling like I was more confident. Me: What is any human's natural response to change? And how does that show up? Them: I guess just not doing anything about the change. Me: Okay, then how else? What? What? How does the resistance look at the change itself? What does it start to do to it? Them: Here. Pick it apart. Me: Give it all the reasons why you shouldn't. Right? And so you see that happening, right? So when you have. When you have something in your life. And you're noticing an area of your life, and all of a sudden, there's a little disruption that happens a little. A little irritation. It's like you're not thinking about it a lot, but whenever your attention gets put on it, you catch it. It's a little like irritant. Them: Yeah. Me: And then you start to notice it more and more. And that irritation turns into an agitation. And then the agitation turns into a frustration. And now you're thinking about it all the time. And then you hit what's called this moment of threshold where it's like, I can't take it anymore. I got to do something about it. And this window of opportunity opens, this possibility of change. And you sit in that energy of it. And you can either move forward with it and just take on everything that's going to come with that change. Or you get to that moment of threshold and you start to feel into what that change would be like. And then you talk yourself out of it. And now you're shifting your attention from the thing that frustrated you to the uncertainty of what that change would be. And now all that agitation dissolves, that initial agitation, it dissolves. You're not focusing on that anymore. Now your attention is focusing on the inconvenience of change. And then that will dissolve. And then that agitation shows up again. And this is the cycle that people repeat. And that stylus that you have that's been sitting here for two years trying to get out of this relationship is in that cycle. Them: Oh, no, I'm stuffing this coaching thing. Me: Yes, you are, Nikki. Them: Oh, that's so embarrassing. Me: It's not embarrassing. It's. It's the human nature. Them: I know, but, like, sometimes when I have my 3am cortisol Spike, I'm like, am I just going to be hemming and hawing about this for the rest of my life? Which I feel like I am. Unless I do it. Me: People complain about their relationships, their jobs, their health, like, all types of aspects of their life, but they don't really do anything about it. Them: Yeah. Me: Because the inconvenience should change as more intense than just suffering and what's current. Them: I know last week, the new girl told me I should be a business coach in front of everyone in the break room. She was like, you should really coach salon owners. And I was like. And then Sam was like, she's going to list all of the reasons why she shouldn't do it. I was like, damn, even they're seeing it. And I was like, guys, I wouldn't have enough time for you guys. And they were like, we'll be fine. We're fine. Me: Yeah. I don't know why you feel it takes so much time. Them: I think I just also see, like, look at the people. I'm like, I have close proximity with that have coaching businesses like Steph. Like, I've watched her build this from the ground up. And just. She just decided that she was going to not answer slack from 7 pm to 7am. Like, it is just all of her time. She had to step away from her offices. Me: That's one. That's one example. Them: I know Callen, too, but Callan also hated what she was doing before. Me: Yeah, I don't. I gotta hop off here in a second. I got a call at one. Them: Okay. Me: I don't have that experience. I mean, you can build what you want to build. You're not trying to build a 15 million dollar coaching business. Them: Yeah. Me: You're trying to bring in an extra 10 to 15 grand a month. To start. Them: Yeah. Me: It's a very simple business model, and it's not time consuming. It will be like a lot of, like, it will feel like a lot in the beginning because it's new and you're going to be thinking about it a lot, and you're going to be like, you're going to have a lot of feelings around it. But you're not going to have 20 hours a week time blocked for it. You know what I mean? It's going to feel consuming in the beginning because it's, there's, it's just a lot of feeling happening. But time, actual time, it's not a lot. Them: Okay. Me: I'm going to shoot you some questions to get riffing on. This afternoon. Don't need to get it to me this afternoon, but just carve out an hour to just sit quietly and just answer all these questions as in depth as you can, and then we can extract that initial curriculum. We can build this slowly. We can build it quickly, but let's just build it consistently. Okay, we'll just, we'll add a layer each week and see where we're at. Them: All right, cool. Me: Yeah. Them: Yep. Me: Great. Them: Cool. Me: And we'll talk again this time next week. Them: I think so. I'll message you if that doesn't work. Me: Perfect. Them: Cool. Me: Okay. Them: All right. Thanks. Me: I'll talk to you soon. Them: All right. Bye. Me: But.