Dashboard Review & Operational Improvements for Versatile

What's up? Hey, Mike. All right, how's it going?

I'm doing well.

I'm good, man. Um, how was your travels with the baby?

Uh, it was, it was fine. There was like a, like a 30-minute period at the, on the last flight where at the beginning where she was just unhappy. Um, she was like crying. I think it was her ears. I have a feeling even though she's like 4 and a half months old, I think that got to her a little bit. But then she slept for the next 3 and a half hours. So it was, it was worth the little bit of trouble up front. But then we had to catch up cuz like, I don't know, you're not sleeping well on the road because she's waking up. So I slept like 11 hours, I think on Monday night. Just, um, so now I feel good.

There you go. Was, was it a time change? I don't know where you guys went.

Oh, it was in Nashville.

Yeah, so that's a— was that 2 hours or what?

Yeah, 2-hour time change. Yeah, yeah. My, uh, my wife's grandparents are out there, so we wanted them to meet Penny before— her dad's— or her grandfather's not in good health, so we weren't sure how long he'd have the chance to meet her.

Gotcha. Cool.

All right, you get a chance to look at that dashboard yet?

I did. I poked around a little bit, uh, when you sent it yesterday. I've not had time to like make notes or anything, but, um, I thought it looked— if I'm just— I probably just want to— I'll start by focusing on the warehouse one of just kind of like what we want up on screen. In the warehouse for everyone, just knowing what's going. And then obviously get Mondo's take on it, or even Donna's too.

Yeah, I'm gonna pull up your, uh, the PDF you had sent as well, just to clarify a couple questions, because I want to make sure that I'm capturing what you're actually looking for. Um, but go ahead, why don't you start us off?

Let me actually just bring that up too. Yeah. Yeah, so I think I'm thinking, I'm like, how do we minimize what's on here so that we can have more on screen, right? Like this, just in all the columns so that this is almost like what you had on your other one. Where was it? You know, like 2 line, right? 2, 3 lines tops. Kind of information-wise, like you have here. But like, how do we— and again, I don't know how, like, how easy— I'm getting into Claude, I'm installing today. John got us like an account for the VersaGroup, or he set it up, so I got my invite, so I'm setting it up today. But so I don't know how easy all this shit is to like change and tweak, so just, you know, put me in my place if I'm asking for like too much here, but no.

Okay, so just to back up, kind of to set the expectation of what Claude can do, Claude is very good at figuring out what's available via API and giving you that information. What it is not good at is understanding how you want that information displayed. So you have to make sure that you are very particular about how you want certain things displayed. For example, this card system, when I— like, I think you can see there's a— if you go back to yesterday, actually, um, I added in something that showed when the item was picked. Why am I not seeing that now?

Needs pick, right? Right here. Or when it was picked.

There was a time I added a— yeah, I have a version of it. Maybe it's not deployed yet? No, but you're looking at the VS dashboard. Can you refresh your page?

Yeah.

And then go back to the previous day. Yeah. Okay. Do you see that in the— go to the first one that was picked on the left-hand side. Do you see the dispatched time and date? Or I guess the time and who did it? So, this was Donna.

Yes.

I wanted that added, but I thought it would like be more prominent, but it's like, all right, I'll just add it as another line to this like wall of text that I'm generating for you. So I can make the card look however it wants. I just need specifics. And that's where I was saying it doesn't make sense for me to continue to iterate on this.

Yeah.

Because if I'm not the ultimate end user, I might not know what's best for what you guys need. Um, so all the information is there, but if you want to just let me know what specifically is important for the warehouse and all those items, then it can— we can use that as kind of a guiding principle.

So what, just so I know, what is— what does dispatched mean?

Uh, to me, dispatched means that that vehicle or that order is out on rental.

Gotcha.

But that's another thing that I want to make sure of is that we're using the lingo and the wording of RentalWorks correctly because there's a confirmed status, there's an active status, and closed. So confirmed, I take to mean the order is going to happen but it has not gone out yet. Active being it is on rent, and closed being it has been returned and we have closed out and it's moved on to the invoice level. Yeah, but I noticed sometimes there are rentals like Um, there's one for Pretty Bird that said it was going to start on the 6th and come back today, but it's still showing in the going out column. So if you go back to from Tuesday to Monday, Tuesday to Monday, that first rental and the going out column. Yeah, yeah, those dates. And then the one below it too, those dates have already passed but it hasn't gone out yet according to this.

Oh, really? So because it would have— once they've packed it, it would go to—

well, so that's the other thing is unless something— so the needs pick status will only pull in information if that date is filled out. Not all orders have a needs pick date filled out, and I don't know if they're being picked if they're being moved, if that's actually being completed or not, and on the backend actually being confirmed. Does look like it is generally, but for ex— I mean, there's 4 here that were not picked allegedly, but 2 that were picked. So I'm not sure how to interpret that information.

Yeah. Okay. Good to know. So I guess— Yeah, I mean, this is kind of what, like, we spent some time just even during that RW training just figuring out, like, we added a bunch of different dates in there to be able to have all these different stages. So now it's more like, let's, let's make sure we're using them and then triggering anything, whether like this gets triggered automatically when everything's packed, like it automatically moves to like the dispatched, right, phase, or moves from confirmed to active. Like, how do we get it to move through those stages so that we also just hold the warehouse staff accountable for scanning things out and actually like making sure that the job goes out, quote unquote.

Yeah, I think that's so good.

We should have the ability— I want to say that RentalWorks doesn't have this feature, but if we can build it into this, it would be very helpful. Wherein if an order has already been picked and/or staged, but then a But then an adjustment or an edit or an addition or subtraction occurs. RentalWorks does not automatically like notify the relevant parties that that has occurred. It's incumbent on the rental agent to let them, let the relevant parties know this has occurred. So that is something like That's, I would say, limiting constraint of RentalWorks. If we could account for that here, that might be— I don't know how often that happens, but I—

it happens.

It does happen.

It happens a lot. And, and like, that's the— that was like the whole argument of like preloading too early, right? Like Ronald preload 2 days ahead of time. Yeah, which I get. I get the efficiency part of that. And I probably, because I've never packed a truck, no, but I'm also the asshole producer on the other end that changes my orders like up until 2 hours before my guys are picking it up, you know, and then it's like, oh shit, you want to remove this shit, it's all the way in the back of the truck, right? But like this stuff does happen. It happens up until like people pick up. So yeah, once we get busier, how do you, how does something pop up on the screen with like maybe a little red dot on it? Like you have a new message.

Next time you're in town, I want to take you to the Volt warehouse so you can see how they do their shit with Rentalwerks. Who's the Volt? Volt is a big concert lighting provider, but they use Rentalwerks and they have a 106,000 square foot warehouse, but they use Rentalwerks probably to its max and they have the outlines of boxes on the ground in front of their loading bays where they will pre-stage orders, multiple orders, so that a truck can just back up. Obviously, they have the same thing where it's like stuff gets added, stuff gets removed at the— up to the last minute, even up to the point of loading. Um, but that would be something that could potentially provide both, where like you have the order pre-loaded in a box drawn on the ground. God knows you've got the space for it in there, right? Yeah, um, so you could be staging things several days in advance and either adding or subtracting things as it happens to the order, or if you know vis-à-vis what we're talking about, or just having some cutoff time where, okay, this has changed 5 or 6 times since then, now we can load it in the brown box before it goes on the truck, whatever.

Yeah, I mean, they have— we have this on the list of Things we want to buy too is just more of those like staging carts for stuff like that, like larger staging carts so that you can stage a whole order on it and then be able to move it around the warehouse to get it out of the way. But anyway, yeah, so I don't know if there is— JD, if you know of anything that would trigger something after it's picked and staged to actually then um, whether it's like it makes like a little red circle on it or it brings it to the top or adds a different—

No, so this does— we don't have a good example of it because everything has either been not picked or has been picked and dispatched, but when something is picked and 100% complete— here, let me— do you mind if I show you on my screen?

Yes.

Um, Let's do this tab to start. So if I go to, hmm, the quick activity calendar and I look at items that need to be picked, there's this concept of a complete status. So if something is not completed, it doesn't show up as picked yet on RentalWorks, or sorry, on the dashboard. So this one is for Gray Horse Order. Oh, this is for Avon. That's why it's not showing up on here. So there is no activity for rental or for, um, versatile right now. And that's because I'm looking at Avon Sata Koi.

I was like, there's a lot of activity.

Yeah, sorry, hold on. Okay, okay, so here's two pick items. I'm showing both of these as 0% complete. Can you see that? Yeah, which means that they still show as needs pick on the dashboard. Yeah, one of them is temp customer and one is Avon Intercompany, so I assume both of these are tests. They're not necessarily they don't necessarily need to be picked.

Um, that third space, I think they're literally there right now. We just added that, so Donna must have just— hold on, is that—

well, it's under temp customers, so I don't know what—

because they haven't— they have to set up a— I, I don't— I think we're just getting— because it's only like ferny pads and some straps or something, I think we're just going to take up CC auth from them because they're literally there right now.

Got it. Um, but here is an example. There's 3 orders that have not been picked yet. One says there's 1 item remaining, remaining. So it's still showing as in process. And I believe that one got dispatched anyway. So I can change the logic. And this is just, it goes back to, I need to understand how you guys mean to use the system. To be able to display the information correctly. So is it useful to— to me, if it needs picking, it should still show up as not picked at all. But that doesn't seem to be a gating item to things going out, and we don't seem to be adhering to the dates that are entered into some of these rentals.

I think we— I think the, the dates we adhere to, what I don't think maybe we're adhering to is maybe properly checking out everything. Okay, I think the stuff goes out, but like, I don't know if it's getting— I don't know, I gotta, I gotta figure that out. If it's actually— if every single piece of barcode equipment is getting scanned out, it should be, right?

And let me— I have Claude up in the background, so let me see.

I can ask it if it can Because really the thing is, is like once it's picked and it moves to that like picked staged area that you had.

Yes.

You know, really we want to flag it once it's been picked, but then something changes, right?

Right.

Like flag it a special way. Like if it moves back up to the picked area, that's— or to pick, needs pick area. That's fine. It's just we should flag it a specific way to know that it was because it's up there again because something changed.

Right.

Or we highlight something in red in the picked area that draws attention to saying something new needs to be fixed here.

Right.

And then it goes away as soon as like, okay, they added another generator. You go find what it is. You scan the generator and now it's complete.

Um, how do we think about orders like this one, um, which was scheduled to go out, was scheduled to be picked on 4/6, start on 4/6, and return on 4/9, but has not done anything yet? 0, 0, 1, 0, 1, 2.

Let me just look.

So Wrangler and Laney Supplies, the estimated start date is 4/6, end date is 4/9. So we're already past that. In the description it says supplies 4/9, so maybe it got moved. I'm not really sure.

Yeah, let me ask. Uh, so pick date was 4/6. I think so.

Went up and outgoing date is 4/6.

Yeah. What's the— what are the items on that?

Um, we got a lot of, a lot of stuff. It's a $3,600 rental.

Yeah, that all should have went out.

And then we can go to— so the other question is, how do we see when something's changed? There's an audit tab that I think might be the best way to do it. The last time this was touched was by Donna yesterday, but all she did was add in a billing end date.

Hmm.

And she added in a billing start date and end date, but she didn't change the rental date. So that it basically turned it into a 1-day week, it looks like, as opposed to a 3-day week. But we didn't change the actual time on the rental.

Right. I wonder if this is a 1-day job. I know I've been seeing emails go, he's got so many jobs this week, A+, but I don't know if some of them, like they just got a truck in that they're turning over and having to move some things for them from one truck to the next truck for the next job. So I don't know if that's what this all is, but I can— I wrote down the order number. I could talk to Don Armando about it.

Okay, I think that's probably the most helpful thing is to make sure that, yeah, we are—

that we're using all the dates that we added in here because the whole point was so that we could use this shit.

Right. And just making sure the status is correct because, well, dates are one thing, but if we don't, if we're still showing as confirmed, but we're, that's an active rental, we don't know it's on the road. We can't, we have no visibility into that.

Yeah.

Um, okay. So back to how this is useful. So to me, correct me if I'm wrong, you want to see what needs to be picked for the day, what's going out for the day and what's coming back for the day. Which is what I tried to build into the dashboard so that the warehouse team knows here's the vehicles, or here's the orders we need staged, here's the orders we need to prepare to go out, and then here's what's coming back that we might be able to use for an additional order. What you're saying is on top of that, we need to make sure that if something's been picked, we're still monitoring to make sure that if there's additional items that need to be picked, there's a flag that gets thrown up so that we make sure that that happens before that vehicle goes out. Yeah, I mean, is that being entered into RentalWorks, that information?

What information?

The additional picks, like the additions to the pick list that—

yeah, I mean, if it gets added, then yeah, they're adding it to the quote. Donna's usually sending out a new quote. That always— 90, 95% of the time, that always happens because they always want an updated quote. From Donna. So I've seen that happen, like that just happens, you know, every minute. I feel like the girl gets an email to like update a quote, add something, subtract something, send a new quote. Okay, so that happens a lot. Um, that's where like the communication to the warehouse team, and it's like we're trying to get especially Mondo on Slack, but it's just hard to be on Slack. I mean, then his phone's ringing off the hook too, because a lot of the clients will call him directly. But it's like communicating through Slack can be difficult with all these changes. So it's like that was another purpose of this dashboard is—

How do these orders typically come in? Is it via email or via phone call to Donna?

9 times out of 10, it's email. So sometimes clients that are close with Sean Or Mondo, or even Donna will call them. And then like today, some guy called the warehouse, needed these Fernie pads and whatever. And Mondo was like, awesome, send an email so they can make sure that your account's set up and we'll have it ready for you.

So 9 times out of 10, it's email.

It's email.

I was going to say what I could do is point Claude or this dashboard at email, at your email or whatever the email is coming in.

I mean, that's the dream, dude.

Yeah, I know. I can tell.

If we could have like an email and then it's just kind of waiting in a, in like a, um, in a queue, like a queue, triage queue to be like, yep, this is all right, send it and make a new order in RentalWorks.

Like, that is so like step one of that.

How is that different than Zendesk or any other kind of ticketing software system, JD?

I mean, can Zendesk make orders in RW and connect?

No, so that's what I was going to say.

You're talking about the actual dream. You're talking about building a quote bot.

Oh yeah, so first off, the ultimate dream—

there's two, there's two phases to this. One phase would be visibility for the warehouse to just display what is coming into that email so that they can do it manually. Phase two of that would be a legitimate quote bot where we set up And I'm actually, I actually started looking into this today because Claude released something called Managed Agents, which you can give it like, uh, whatever. You can basically give it its marching orders and it will train itself to do things, um, based on what you give it access to. Um, that's further down the line. I don't want to anchor us to getting, uh, AI to fill out orders.

Do you ever use Replit?

That's how I started this whole thing was using that, but it was a lot more expensive than what Claude does. So I just switched to Claude.

Yes.

Um, but if we can point email at this dashboard, at least you can see emails that come in. AI can filter them and say, hey, this one seems like it's an order and they're requesting X, Y, and Z. Someone could be responsible for marking that as complete. Um, and adding it to RentalWorks and marking it as complete. So that goes away in the queue in this dashboard. That makes sense.

Yeah, I think, I think that's probably a better one to have in the management dashboard because that's like technically that's the one me, Don, or Armando have up on our computers at all times, right? Or even, you know, right? And whereas the warehouse one is just essentially what the warehouse workers need to know they're working on next. But like, I love that, especially because we have the rentals at email, which is just a distribution list Right. So it basically emails all of us when you write email rentals, um, so that we all see that the emails come in. But right, if we can point— I don't know how you do that with a distribution list, if we'd have to like make another email to get to add on to the rentals, right?

Oh, well, that's interesting. That's a good idea because I was going to say you may have to let me into your like Google API console or Google, um, Workspace console to set up the API, but what you could do is just add my email to that distribution list and then every time something comes in for rentals. Yeah, I already have it set up on my email. So if you can add me to that email list, then I'll be able to build that inbound funnel into this dashboard.

Done.

And then, yeah, as long as no one's specifically emailing Donna, Anything that goes specifically to rentals?

Sometimes they do, but Donna's good— we're all good about then CCing rentals because then that way everybody has visibility onto the order, and it's like it gets it to Mondo's inbox. And right now it's— I just have a filter that's taking anything coming into rentals and throwing it into a folder so I'm not getting bombarded.

Right.

By Sean's emails, rentals emails, studios emails.

Okay.

Um, yeah. Okay. So I'm just going to make a running list of to-dos. Um, so you'll add me to that distribution email. Um, something else that I want to do right now is on one of those cards, there's a bunch of information. What information do you want to remove from it? So it's not as chaotic. And what do you want? Maybe more emphasized. Like the start and end date to me is big. Like we want to make sure that's more emphasized than small grade.

You mean on these, each of these little entries on the—

yeah, yeah, just on the everything on this dashboard here. Um, yeah, let me—

I want to take some time. I want to try to do it today and jump on a call with Mondo and Donner and just see what they think. At least Mondo too, like what we want visible on here.

Why don't you, um, like mark it up? Just take a screenshot of it and mark it up for me.

Yeah, yeah, 100%. Like, I love this too, the preload versus will call. That's going to be great.

Yeah. Okay, so that was another question. Can you explain to me— so you're going to use this location field for delivery information, will call. And so what's the difference between whether it's a—

basically to put if it's a preload, which which means we're preloading a truck. Okay, they want us to preload their truck. Will call is they're picking the shit up with their own truck. Um, and then delivery is we're delivering it.

Got it, that was the—

got it.

That's what I wasn't sure the difference. That makes sense.

Yeah, and then with delivery, there'll then be a delivery date too.

So, right, okay, so all of these theoretically should have tags for one of those three statuses.

Theoretically, yes.

Um, if they don't, should it stay blank?

There should be like a generic, like, one. Let me just figure out which one that is.

I would think it'd be will call, because if it doesn't have a vehicle attached to it, it won't be preloaded. And if we're not— if they haven't asked for delivery, we won't have added the delivery. So it would default to will call if It hasn't been specified.

We'll call it when they're picking up in their own truck. I would say from having had visibility on this for the past few weeks, most of our orders are picked— are sent out in our trucks.

Okay, 9 out of 10 on the Walk and Talk HD— on the Walk and Talk side are sent out in HDR Walk and Talk trucks, so that would stand to reason.

Yeah, but so let me figure out what the default is. I think the default for right now is if they don't want us to preload it and they're not going to pick it up in their truck, then it's they're taking one of our trucks, but they're loading it because their, their PAs are picky. I don't forget what we called that. So that would probably be the checkout. Yeah, something like that.

Yeah, but okay, so is that going to be added to that location field or is that just going to be left blank?

Let me confirm with Donna what we decided on that because I'd have to go back through my notes.

Okay.

So I will get back to you on that. You know, let me— I'll take a peek through these cards and just see if we can get this down to like 3 lines or something. But like, even for the warehouse, like, the, the price probably doesn't matter for the warehouse, although for the management tab it does. But then I don't mind also all this info.

Yeah, right now there's very few items excluded. It's, it's actually just more of a— the management tab has additional items. I don't think anything's excluded right now, but that's by design. I will— we can remove things as needed from the warehouse tab.

Okay. Um, cool. And then, yeah, calendar. Like, the— I think the way we're going to set it up in Jay's going to bring over— we're going to figure out how to bring over this TV from HDR and then set up a computer on it to actually allow people to like click through tabs. But we want to minimize the clicking through the tabs, so I have to see how we want this calendar to, to work.

This is not about the TV, but just to say it, there's a fucking TV in my office that if he's like getting the slightest bit of grief from HDR—

He said Daniel was fine with it, so.

Okay.

I just have to figure out getting the damn TV now and, and then we're figuring, I think he said he has like an extra little, like mini Lenovo computer thing that we can hook up to it. I'll work it out with him.

So you want to minimize clicking obviously because you're not, no one's going to be, that should just be displaying all the information at any given time.

Yeah, like it'd be awesome to have it all on one screen, but that might be not possible.

So no, you just have it in multiple windows. So it's like, think of it as, right, you have your TV, you've got your today, your calendar, your tasks, and whatever your other like thing is. So you're able to look at all 4 tabs just by looking at the one screen.

Yeah. Yeah, that could work too. I mean, this is great. I got to figure out, does this have closed jobs?

No, it does not display closed jobs.

Okay, good.

It only displays returning, confirmed, and active.

Right, which is going to be a lot for a month view. So the week view is— Okay. I mean, this is, yeah, this is great. I just want to—

But you almost need this one to scroll as you get more orders. Like this one just has to almost be scrolling.

Yeah. Or again, there'll be a mouse and a keyboard there. Like scrolling's fine. I just don't want people to start like, I don't know. We'll, we'll see. I mean, we're going to have to like get it up there and see what, how it works.

I feel like this is also a good, like the month view specifically is a good way to track what I would call exceptions where something doesn't add up. So if there's a closed or there's a returning order that has passed the date that it said it was going to return, that should be something that we have answers for. I feel like we should like highlight that in red and be like, and say what's going on with this one. Additionally, if there's an order that says it's confirmed but it's later than the date that it said it was going to go out, then that should be throwing up red flags as well that we should be looking at. Um, so the bearded lady here, that is an example of one. And, uh, the Wide Close LLC at the very bottom. I don't know if you have that one on the week view. Uh, yeah, you don't have it on the week view for some reason. Probably, oh, because it's not, there's no activity in this week that you're looking at. But Love Song, for example, that you have there.

Yeah.

Those should have already been returned by now. So why is the, why are those still open?

Yeah. Bearded Lady went to, oh no, it's there.

Okay.

So, okay. Orange means returning. Gotcha. Okay. And then what is it when there's, Like, it looks like it's putting order numbers on the thing, but what— why is some of these not have order numbers?

Uh, there might not be enough. It's probably a formatting thing. I'll have to tell Claude, um, to prioritize getting those order numbers on there.

If it's less than 3 days, it's not actually putting on this feature.

Yeah, even though it has the space.

Yeah, gotcha. Cool. I mean, so crazy. This is like exactly what— I mean, so now going to this, and this might just be a, like, what it's capable to do with Google Sheets. I'm assuming this is just literally just pulling in the full Google Sheet, right? Yeah, it is.

Let me see right now if I can do two-way input. I doubt we can.

If you can do what?

Basically, if I can, if we can update Google Sheets based on this task list and vice versa. So like if I made a change, could I make a change on the dashboard and update it in Google Sheets rather than it just being in Google Sheets and pulling into here?

I don't mind if it's just in Google, but now I want to actually test it because we just completed something. So I want to see if it updates. In here. So now, yeah, will it update here?

Yes, if you click refresh, it probably will update.

So refresh there.

Yeah. And it might be on a lag. I'm not sure. Yeah, it looks like it's not updating right away.

I mean, it's not like huge, huge, but it should. Every time you hit refresh, it what? It recalls all these things or something?

That would be the idea. Yeah. And then this is just a big wall of text. I don't think this is very useful. What is the goal of this? Potentially in that warehouse dashboard pull in tasks that are due.

Yeah, more so like, like a, like what's, what's high priority that day, or what, what are the tasks for that day, or due that day, or, or due that week. More just not pulling in the whole thing because, and for the warehouse tab, only for that's marked for the warehouse team, right?

Right.

They don't need to know what all our tasks are. So it's, you know, if the owner is warehouse team, because we're putting that as a specific dropdown in that task list and do that week, then we should display it on the dashboard.

Okay. That's easy enough. I'm also— so will you go back to the to the main, the Today tab real quick. Would it make sense then to rather than do a horizontal layout of needs pick going out and coming back, compressing that into one column that has the, or maybe compressing it into a smaller amount and then adding another column that has the task list for the warehouse team?

Yeah.

Okay.

Got it.

Because I think, yeah, there's a lot of horizontal space here that's probably not needed, right? And if we're putting this up, I mean, the dream was that— I don't know, I gotta ask Jay, actually. I forgot to ask him the size of that TV, but I think the one I saw when I went to the HDR warehouse the other day was like a 70-inch.

So yeah, no, it's a big one.

Yeah, I know. I got it. I got a tour of the HDR facility. Got the 5 Cent Tour from Garrett. It's fucking, we got a lot of shit in there, man. Also good to see Dan Olivio. Dan Olivio is just always like pumped. Like he's, they've been fucking working him over there and he's been learning a lot of shit. So I'm excited for him. And you know, it's good for him to like see what it's like when shit is really busy. You know? Um, but they had— so that he was showing— he actually showed me like their TV and what they have on there. I mean, it's all done in a Google Sheet that I think Garrett has pulling from different places, or I don't know if that's just manually updated all the time. But, um, but it's essentially organized like this, but I think done a lot more manually than what we're doing here.

So Sounds right.

Yes.

Cool. Then schedule was there. This one similarly a week. I was almost thinking just for that day, it's just who's working that day, what are their hours? It's just like one of these columns based on the day. Okay. And then you could, yeah, switch to the next one. I guess this isn't going to, if nothing's in that tab, cool. So as I got to add, then it's not going to pull. So that's great.

Okay. So do you want that? Would you want that on the main page as well? Like a schedule of employees?

I think just today's schedule.

Yeah.

Yeah.

Or today it's 4, 8. You could go to the schedule for whatever that day that's picked, right? Yeah, go by day. But I also like, like I don't mind that it has its own tab too, that if they wanted to go and look at what their schedule is for the next couple days, right? Or a couple weeks, if it's in there, then they could go there too. Cause this is a nice clean view of it.

Okay.

Okay.

I can, uh, I think I can make that change, no problem. That shouldn't be an issue.

Oh, this is great, man.

Okay, so I asked Claude if you could change the— if it had two-way edit, and it took it upon itself to just do it. So now, now you can edit the schedule if you want.

You can edit the schedule too?

Well, it actually decided to test it on the tasks instead of the— or on the schedule instead of the task. So you could change people's times based on that. I'm probably going to revert that.

It updated the one thing I marked as complete.

Oh, there you go. Yeah.

And then schedule.

Oh, shit.

Damn, that's crazy. Hey, really quickly on the task list, there was a bunch of safety shit. That everyone had flagged in December. And the conversation at that time was like, okay, we're going to put this on a list and then it has to get done because if we leave safety stuff documented but undone and something happens, then it's like we knew. So it's actually— gross negligence at that point.

So I still have the— this is the old list.

That's the original one. I appreciated you not porting the safety ones.

I mean, I didn't know. Did I put those in the need to talk to Sean section, or maybe I just kept them out because I needed to talk to maybe Ronald about it? But, but these— it's all these red ones are storage and safety.

I don't know who—

I think I put— hold this one.

Who marked things red? But there were just like, there were a bunch of things that I put on here that Sean pointed out and we pointed out to him and it was like, okay, get it done by the end of the week. And then I was in December.

What other items? So the oil flammable shit, that's all been done.

It's possible that Ronald did take care of it, like third party audit for storage and safety. Is one.

So we need to get this done.

It's a good idea. But if the stuff that we knew was just glaring has been done, like Sean was even talking about, like, all the shelves are supposed to have nets that you drag across them so that if an earthquake happens, like XYZ. I didn't know that. But when you say that, yeah, they probably fucking should. But I'm like, how much does that cost? And I'm like, do we even want to do—

like, the problem is, I've never seen it. I mean, sometimes Sean just— I mean, I'm not saying that's not a bad thing to have.

I know. The problem is it made it onto a written list.

Is it on this list?

It is highlighted. It is the current highlighted cell.

Third-party revision? Yes. Oh, I'm talking about this, the nets.

Oh, I didn't put it on there because I was like, he was like, really? There's like, there's like all these other things. So like, we just need— and that's just what I know about. So we should have someone come in and like, do a safety scan. And I'm like, That's a Richard thing. Conventionally, Richard handles all that. He handles it for, I think, a lot of HDR, and they don't have nets. So, like, I don't know, but I think the subtext here is just like anything safety-related that gets put in writing needs to get zapped instantly because, like, if it sits out there and something happens, like, We're proper fucked.

Okay, gotcha. Yeah, I think I'm, I'm pretty sure I pulled everything over.

You—

I didn't see it in the, um, it's—

I made a little thing at the bottom basically to talk to Sean about when he gets back because a lot of them had Sean on it. I don't even know what a revision plan is. So, but I see it here. Yeah, I see it on my screen. I just put it down here and then I see it now. Yeah, I can move it back up into the table and then it'll get all the fun little dropdowns.

Yeah, again, I actually don't know. I might not have put third-party audit revision. I wouldn't have called it a revision. So I don't know. Yeah, but that is— I mean, like, but point being, they flagged it but didn't do anything with it, which is just actually like making it worse.

I'm with you. Um, okay. All right, back to our— I mean, this is— yeah, this is all great. So we've talked about all the warehouse stuff, right, JD?

Yes.

I mean, and the only thing you added to the— I mean, I think the way we have this one. Yeah, I mean, I guess for the today one, I think we would just do whatever updates we're doing to the warehouse. It could almost be a replica of the warehouse one. And then it's okay that we have all these other tabs. And then, you know, tasks would be the full task list. And I'd love if we could update it, you know, what do you call that, bilaterally?

The two-way update or two-way sync.

Yeah, that's awesome. Same for the schedule, because if it's all in like one place, so good, right? You don't have to open up like three different things. Um, revenue— did I even click on this? I think I Did.

Okay, so this specifically, I, I've got a couple of questions just regarding how we are processing invoices in RentalWorks because it makes it very hard to actually calculate revenue the way we do things. So for example, there's a customer called Walter Schupfer Management Corp. WSM. They have an order value outstanding of $48,000. They have invoices from February that have not been invoiced yet.

So that haven't been invoiced or haven't been paid?

That have not been invoiced yet. So I don't know.

I know I saw previews go out for that.

Right. And I understand there is a component of we need to get the invoice blessed by whoever is on the other side. Of the table, whatever the customer like before they ask.

Does that mean it's not coming up in our revenue totals for that month because it hasn't been invoiced?

Um, well, yes, but I take that into account. The problem is, is that I know that discounts are going to come from that outstanding amount. So that $48,000 probably gets knocked down quite a bit. Um, so maybe like $30,000 or something. And I assume that when I'm doing the calculation, so I said $200,000. You said, looks like we're going to be closer to $240,000. I think we'll probably end up somewhere in the middle there after discounts and those kinds of things. But point being, what is the actual goal of what you want to see out of like the revenue side? Because to me, you want to see what's in the pipeline and like what has been invoiced, what's in the pipeline and what has been quoted. Maybe I don't know how much we use quotes. Um, but there needs to be a component of we're getting invoices done as quickly as possible. I don't know how we let them sit open for a month and get reliable information out of it, I guess is my point.

Yeah. Um, I'm with you there. Where was, I feel like you had a good revenue.

Uh, go to, um, monthly on this tab right here. Yeah. And then if you wanted to look at, uh, last month, you could just click back to March.

Oh, right. You just go this way.

So important thing to note about this is it's only reservations, at least on the Avon and HDR side. It has nothing to do with what was actually billed. It was just what was created in the month. Um, for Versatile, it's kind of the same. I think it's only what has been quoted, or sorry, what has been ordered, not necessarily like the sum total of the revenue, because that's not what this dashboard is meant to represent. Um, I do have a view that I've been working on outside of this dashboard that gives us revenue for versatile. Let me see if I can pull it up for us.

Yeah, like this was, I think this is where I was fucking around the other day. I just like selected versatile and was going month by month, right?

So this doesn't go based on like rental date for the invoice, so the— for the revenue cutoff. So like you could get some amount of useful information out of it, but you're not going to get month revenue because the rental dates are not, um, contemplated in this view. It's more what has been ordered on those specific days, right? So I do have this if you don't mind letting me share. So it's got a running list of all the revenue by month for Versatile. And it has this concept of what a pipeline. So it's not necessarily what has been billed, but It's theoretically still open and should be invoiced, but it's not showing up on, uh, revenue yet.

So, so technically when everything's invoiced, there should be no gray, right?

But we still have things from January still outstanding in the pipeline. And that's what concerns me is that we're not— there's some things that are just not being addressed.

How do we pull a report? Like even Donna, I think she's going to email if she hasn't already about having a meeting about the QuickBooks so she can look back at making sure people have paid, right? Because I'm sure there's some people that maybe haven't paid. They're supposed to pay ACH or whatever that we're sending out new orders for, and she can always—

Yeah, I, uh, we have a meeting at 12:30 tomorrow. Um, she already reached out.

But also, is there an easy way to pull a report of, of these kind of pipeline orders that haven't been invoiced?

Um, in RentalWorks, no, but I think—

oh, what is this, dude?

Um, dude, I might be able to pull out based on—

don't forget, you're our number one customer.

Oh yeah.

Oh yeah, pull me up.

Yeah, those are our— that's our, um, customer.

Dude, can I— I mean, this— that is— this— can we put this on the, uh, income dashboard?

So that's what I was gonna say is this is being done separately Like I'm doing this in like a kind of—

this is why you have our full attention.

That's how you got this hour.

Yeah. Why? Oh, oh, because of that number. Because of you right here.

What else do you need? You need more tickets? We got Dodgers tickets. You want larger tickets?

I've already given some. I've already started giving some away.

Yeah, I can—

I'll—

I'm gonna point— my point being, I'm gonna point the dashboard at this rather than just recreate it.

Uh, yeah. Because this is awesome.

But I think I might be able to— oh, it looks like it's just the Summer Jacks one that's from January. So this one has a date of 1/13.

And then can we order— can you like order by date instead of story?

No, not yet. Okay, I'll make it so you can. Um, but yeah, this would be—

yeah, because this is perfect because I'm Like, Donna's— I don't know how she's going back to check because I don't think there is an easy way in RentalWorks, but we've been just spending— there's a module that I don't think we installed because I'm like, hey, are we caught up on the— you know, I mean, the CSR hire needs to happen so that this girl can just focus time on getting this shit done. And it is an issue, and she's aware of it too, that we're, we're talking about it, but it's just there's time in the day that she just spends going back and forth with clients is—

well, Donna, we should, um, to the degree that she is with Michelle right now, we should let Michelle kind of get more oversight onto the billing piece of it and staying on top of collections, which I think has just been an oversight. We just assumed it was going to happen, but there is some significant AR that I think is still outstanding that we need to make sure is being Is Michelle going to be on that call tomorrow? She is not, but I can bring her on. I have a call immediately before, so I was going to talk to her about it and bring her on.

Yeah, I would say have her on. I can't, I can't be on. I'm starting to be out tomorrow. Yeah, sporadically over the next couple weeks, but happy birthday. Yes. I love that everyone's like, oh, what are you doing, like partying hard? I'm like, dude, I haven't drank in 3 months. I'm going to play hockey for 4 days to keep me away from— I'm going to space camp. Yeah, like not drinking, and I'm actually excited about that. Um, yeah, so I think it'd be good if she was on that because then she, she can have— yeah, help me with that oversight would be great.

Right. Okay. Um, I'll, I'll add Michelle to that, to that invite as well. But point, I guess, to wrap this up, this is coming, um, this revenue piece. I'll point it at it. I don't know how quickly, but I'll make sure you have that visibility. Um, and this should help us get more accurate with the revenue inter-month because I just, the similar issue to what you were having is those reports, they give you some information, but it doesn't take into account when the rental was. It only takes into account when the invoice was created. So you can kind of get a very different view than what the actual revenue, um, for the business was in the month. Um, so if you could—

can I get a link to this now? Just because I'm probably gonna hang up and call Donner about— so like, especially if there's a January one. But right now she's going through trying to finish.

I will send you a list of the invoices outstanding for the month. I don't have a good way to send a link because it's attached to like this whole other thing that makes it hard to navigate.

Gotcha.

Um, okay.

And then I'll get with them. Maybe I'll just try to get them on both on a Zoom right now and go through this dashboard and see what info they want. I can send them that link, right? And they just log in with their RentalWorks.

Yeah, it won't, uh, specify management versus warehouse, so they'll be able to click through everything, but we can figure out those permissions later.

Yeah, yeah, I think for them it's fine. They're going to have access to both, right? I think once we— it's the one that we're going to have up on the screen, we should just have the— it load up the warehouse one, right?

And then, okay, uh, the other question, I'm just thinking top of mind, the reservation dashboard, do you want that information rolled into this dashboard so you're not clicking back to what orders have we made versus what are going out? Like, you could just theoretically throw up another column on the Today tab of orders that have been created today just to get an idea of what's coming into the business at any given time.

Like, from the email thing?

No, just like whatever, um, the current reservation dashboard that has all 3 companies shows or Versatile. Do you want that in this dashboard as well so you can see what reservations are being made for the day?

For the other businesses?

No, just for Versatile, because right now this doesn't show the Versatile reservations for the day. It only shows activity that is going out or going on for that day for the warehouse.

Gotcha. Can you pull up on screen— you're talking about the one that is in your current dashboard, right?

Uh, correct. So yeah, right now we have this dashboard, right? You can see this.

Yeah.

So we could pull this information in just so we can see which reservations are coming in because right now that doesn't show up here. Granted, it actually does because these are both items that need to be picked, but it's not calling out specifically these orders were made or these quotes were made today.

But these quotes were made today, but they're not necessarily going out today.

Um, these were made today with a pick date of today, so that's why they're showing up here. But if they were made theoretically with a pick date of tomorrow, we wouldn't see these on the dashboard for today because there's no like reservation column.

But right, but you can click to tomorrow up here.

Uh, I could go to— yeah, if I just go to tomorrow, I can see what's going out for—

I think that again for the warehouse one I think they don't need to know what reservations were made today.

Got it.

Okay. But the management tab, I think maybe that's a good one to have.

Okay.

I think we don't have to— I think we could start by repeating the warehouse tab today tab for the management today tab. But, you know, like I don't think we need to— when we're on the management tab, maybe we don't need today's schedule if we know we can just go click on the whole week schedule. Maybe we replace it with what you're talking about.

Right.

Okay.

I'll keep it simple for— we can always add on. I'll make it functional for the way it's supposed to be.

Let me get the big answers I want to get you is like what we need on each one of these cards.

Yeah.

And then nailing in like the preload versus will call and, and delivery tags. And then I'll get Jay to add you to this distribution list today. So look out for rentals at Versatile emails coming in hot.

I'm just going to filter them. They're going to go right to my— right, they'll be, uh, what do you call them, archived right away. But I'll make sure they get picked up by the, uh, yeah.

And then it's just And then just, um, I mean, you'll see, right? Like, one order will have— fuck, it could have up to 50 emails, right? So it's like, how does it— it shouldn't be a new thing all the time, but they are going to say, hey, let me add 2 chairs to that order, or take away 3 generators, add 4 of these. Like, that's a lot of times what it is. And then it's Donna just continually sending updated quotes, right?

Okay, generally speaking, that should conform well to LLM architecture because anytime you are engaging with a chat, it's redoing, it's rereading the entire thread.

I mean, we could, I was responding based off of that. It's like, how do we create a fucking rental agent AI?

Like talking about QuoteBot.

I know, QuoteBot.

Yeah, we're really trying to solve that. I'm going to figure that out. That's on my to-do list when I have time.

If it just read, like, you're going to get all these emails now. If it just learned from these emails, it's going to pick up the pattern. Like, it doesn't take—

what I want to do is get it, like, export Sean's emails, the whole data set, and feed it to Intercom or any of these other systems that already do this so that it can know a stinger is an extension cord. Like, because there's so many dumb little lingo things, but it ex— that context exists across the company's email database.

Yeah.

And we just need to feed it all into this one thing so it knows. Like, there's other ones, I'm sure.

I mean, it's also like, I don't think people would necessarily care if they knew they were talking to an AI or just like a software. No, but you know what I mean? Like, hey, I got to update this order. Well, like, yeah, it seems like they're talking to Donna. Even better, you know, like Donna AI.

Love it. I think the best way to do it is to just query all of those, like, email outbound emails in drafts so that we can look through them and just make sure that they're being— like, it doesn't need to be drafting them and sending them. Just that way Donna or Sean can look at them and be like, yeah, it looks good, we'll send it off.

Or that's what Intercom does, is it drafts it and allows you to still go through and make whatever human edits are needed, but it drafts it in your tone, which is why you train it on your email. So like Julie Lawson on the Avon side, she uses 1,000 fucking exclamation points and writes novels like it would write. And it would be like, XOXO, Julie. It will write in that kind of same. So same kind of style, whereas it was—

I mean, I think the— okay, but I think the beauty is if it, if it actually will do the updates to the quote, right?

Like, that is where getting it to actually write to RentalWorks is a different bear.

That is what I'm working on. I believe I can—

I honestly feel like we're having to write like a script where it's like, I don't know, I leave that one in JD or Claude, or it's not—

we're writing it, Claude's writing that.

Yeah, to be clear, it is not me writing it.

Yeah, I mean, if you just saw that it can update Google Sheets— I want to keep— I'm going to keep saying bilaterally because I feel like that's the word. Sure, sure. Like, I feel like if you could do that with Google Sheets, why wouldn't it be able to do it to RentalWorks, right? You just have to make the right API calls.

Yeah, well, I actually think doing it in RentalWorks is, is easier than we think because it's rules-based. I think where AI struggles is when it needs to— like, it doesn't have very define parameters, but Runo works like, it's like, make sure this item is filled out, make sure you have all of these fields always filled out. You can, it can at least do the busy work, get 90% of it done.

And if we can get 90% of it done, also lets you peek behind the curtain at the HTML code, right?

And that is what it needs to, that, that's the biggest piece.

But I think too, like, once it's in and once an order is created, right, somebody sends in their thing. Donna creates an order, now it has an order number. It's like, it'll know the order number by just reading the PDF quote that she sends, but she could also make it easier and say, hey, once— put it in there once. Yeah, you put it in the subject. Once it has an order number, you put it in the subject, and then it's totally—

I was actually going to suggest that. I'm glad you said it. That would— that's helpful, is just referencing it as much as possible.

Yeah, I mean, sometimes there's going to be you know, I think we create an order for a truck rental separate from an order for the production supplies for that same truck. I don't know why. I think there's a good reason for that. And it has to do with the rental days, right? Like production supplies will go out on a 3-day week, whereas trucks is what, a 5 or 6-day week. The rental works guy showed us like a workaround for that.

I was gonna say, if that's the reason, I'm pretty sure that can be fixed pretty easily.

There— he showed us, like, you can set by line item, you can set the rental days. Yep. It just, you know, ends up being— I mean, I guess you're never going to throw like 20 new trucks. I mean, I hope you do, but right, you're gonna like throw 20 new trucks on something, whereas yeah, you're gonna throw like 20 new chairs or 10 new tables or something.

Right.

All right, I have to jump. Um, this is awesome, dude. I appreciate it.

Yeah, I'll work on the stuff we talked about, um, and then you let me know about some of the formatting items and what I'm added to that, uh, distribution email.

Yes.

Sweet.

Um, Mike, quickly, the— how's like Sean defense planning going?

Let's go. I mean, I think even just sending you that text was just showing like we're getting Sean to like a good mental space so that hopefully he is receptive when he comes back to kind of like the scope I want to create for him to just be like, hey dude, look, it's all, it's all running fine. You don't have to like go deliver a generator to the generator guy because they need you, or you don't have to come in on a Saturday to pack a truck like we need— this is what we need you focused on. I want to like try to set clear like revenue goals based on like the numbers we need to hit for our deal and just be like, don't even talk to me about the operation stuff until we're hitting revenue goals, and then we can look at other shit. But I think my biggest thing is just keeping them focused. Like one email he wrote me today was just we lost an order. It was a lot of trucks for a lot of days. And the woman basically didn't give us a reason. She just said, hey, we've gone with another vendor. And I responded with, hey, what, you know, why? Like, just let us know. You know, we're always open to work with price, yada yada. And Sean just emailed me back because I think he saw it. It was just like, hey, like, we need to work on like actually calling these people when the orders are this big. And I'm like, noted for sure. I'll coach Donna on that, or if there's something that big, maybe she just tells me or us to call that person because we don't want to lose something like that. But I also said that's something I do want him focused on. I think that's like a client relations piece that he should be picking up the phone and calling that person, working the deal, closing it. He shouldn't be worrying about the generator getting to the generator store, the ordering of 10 new carts for the warehouse. And like, the only thing I can think of is like when he comes back, there is technically no COO if Sean's not COO of the warehouse. Richard doesn't really want to be involved in that. So it's like, I think for the time being, I need to just tell him like, hey, I will oversee that. Until we get Mondo and the whole warehouse team to a good working place where there's not— that oversight isn't needed as much.

Um, you've spoken— you've spoken straight to the matter that basically I was going to say, is that the way this is now shaping up is that you're going to be owning this until such time as you feel like you can safely hand it off. So I just wanted to be blunt about that.

Oh yeah, I mean, I've seen it. You know, I don't think it's going to necessarily going to be in like the perfect place when he returns. So that's why I think it's like important. Like I'm going to be there for his first soft week of coming back because it's going to be that YPO events the 25th. I'm going to be there for that. I'm just going to stay because we have the AICP event at the studio.

Are you in contact with that dude? He texted me today asking who to get with about bathrooms. They need bathrooms for like 300 people. People. I might be, depending on the status of the baby, flying in and flying out same day just because I'm technically chairing that event. I'm the chair of that event, so I might have to come out.

But well, Zeus was asking me what chapter that was of YPR. I think it's James's chapter. But, um, yes, I, I will be there. But I told him to just reach out to me about anything, so definitely have All right, um, have them email me directly and not CC Sean because the only issue I'm having— but I check Sean's emails like twice a day— is because of the way I'm filtering shit. If Sean is, is CC'd or on an email, it goes to the folder I set up for Sean's emails. So I'm like missing— I'm like not missing emails, but I'm not as quick to respond if Sean's on an email. So just have them email me directly. But yeah, I mean, let's get them bathrooms, right? Like, yeah, I mean, are they— is that something where they're paying for, we're giving a discount?

They're gonna give us like $10,000 for whatever we're providing them. Okay, so I don't know what the state of the order they made of us. He texted me a week ago asking if it was cheaper to do 50 10x10s or one big festival tent, and the answer is 10x10s.

Right, because we don't have a festival.

Well, HDR does, but then they do break down and set it up and do the whole thing, and there's permits involved and that type of stuff.

In any event, like, yeah, have him email because I want to talk to him about what he wants to do in the studio store too, because I got, I got the guys working on taking down the shelving. Like, Mondo wanted to get guys there tomorrow. I'm like, dude, I got other shit on the list. Like, let's just go by date. We can work on the shelving next week. The event's not till the 25th. I got nothing else in there until then for now. And then there's this shit in there for this vertical production company that still owes me like a schedule and like a plan of attack before I give a thumbs up on it. But that will all have to get moved depending on what he wants to do in there. So.

Okay. Last question, same question. Anything else we can do to help? You right now?

You guys are doing it. I mean, I have, I have another interview in 20 minutes for the CSR role, hopefully one more, and then I'm gonna have two of the people come in person to the warehouse, Zoom with me and Donna, meet warehouse team, get that hire done. Um, I mean, not really, just keep me like those emails with Richard. I don't know what he was like what we were trying to get there with, like, an SOP or whatever. I'm like, dude, I got the inventory done. Like, I'll get to the SOP, but like, I feel like there's bigger fish to fry ahead of that. I was nice about it, but I just feel like he was prying for like— I don't know, it felt like he maybe prying to like poke a hole at her, be like, well, it's not completely done until there's an SOP. And I'm just like, dude, I got the inventory done. I was on them like a hawk. We got all the L&D done. Now I got to like move on to like what's next in the list. And the SOPs are kind of far down on that list, which is why I asked him about that.

And he said basically, and I didn't— it wasn't immediately apparent to me, and I'll let you go because I know you got to go. But what he was asking about was basically how do you make sure— what is the SOP for making sure that— kind of the same thing I was asking about tables and chairs. That the items under $100 are getting accurately captured at the outset, and then the ins and outs and staging of it are being adequately captured from a quality assurance, quality control, loss prevention standpoint.

Yep.

I think that's the SOP he was asking into.

Yeah, I mean, I think, listen, it's needed. Like, as new shit comes in, what's the— what's the— what are the protocols, right? Like, where does it say that anything over $100 gets barcode or anything under? So just a quantity item. Like, that all needs to be organized and in a place, 100%. Um, and like, I think what we've decided, and I put in that kind of like regular maintenance tab of tasks, is every quarter doing like a spot check of, you know, one week we pick a, a row of items to go fucking do a count, you know what I mean?

Basically do what we just did You do it like audit procedures where you pick any 5 random categories of something and you just have to go count and see if it's accurate or not.

Yeah, like, that's just like every item. That's where, like, I don't have the experience with shit like that, where I'd love somebody that does to, like, work with me on some shit like that and then help me come up with the procedure, or we just use AI to come up with an SOP, which is essentially what I was just going to do. Um, what— who I don't want to get involved with it is Sean. So yeah, like, that's why it's— yeah, so I'm happy to like work with Richard on it too if he wants to like advise on that, but it's just— I just want him to know this is coming from a like— I'm, I'm doing— I don't want to say I'm doing my best, but I am. I'm doing my best here.

Doing great.

What we absolutely need is the structure first making sure that everybody knows like, hey, this is where we go, the shit that we—

this is not a nitpick. It was literally just like, oh no, I get it. It's like, how do we help you? Um, yeah, and just making sure that we are being constructive because this is continuing to turn more and more into the poster child of what the model needs to be.

Yeah, I mean, good luck getting Garrett and HDR to conform to anything what they're doing right now.

But that's the spirit.

Like, all I— he— I was just like, oh, RentalWorks. Like, I was telling him about this dashboard and RentalWorks, all he's like, yeah, you know, fuck RentalWorks. Like, Garrett AI is gonna come out and—

I know he's so— whatever dumb, like, software he's been building for 5 years.

I mean, listen, I've— I sympathize with him because I've also been building a production software for 5 years. And now that AI's out, I'm like begging these guys at Roll Credits to take it because their clients all want budgeting and call sheets. I'm like, here, take mine and just make the AI make it better because I just want something to happen with it before AI just does my job. Yeah. Um, okay. Yeah, no, man, I'm, I'm good just cranking through all— I mean, yeah, you have, you have access to kind of— that's everything. That's like my brain dump from meeting with Ronald, meeting with Mondo, shit that I caught up with, with Sean before he left, on just all the open tasks kind of on my list. So, you know, if there's anything in there you're like, hey, I can help you with that, by all means, come on in. But a lot of it's just like, I went into the studio and we have like a whole system now of like how that gets booked, how it's also like put on the the calendar too so that we could use this dashboard to, you know, maybe even, hey, these are all the Summer Jacks rentals, True Beauty rentals, Versatile rentals. I might want to blow out that dashboard a bit more, share it with anybody that's involved with the studio. But I got, you know, we have stage managers, like procedures for all the stage managers now. Cause I went in there and spent like, I only want to spend like 2 hours. I was in there for like 4, 5 hours before Zeus got there the other day, like just rearranging the whole fucking place. Cause it was a mess. But I also don't blame anyone because it's like, where was the— where are all the reset photos for when a booking's done, where all the furniture should go? Like, where's all the protocols for the shit that the stage manager should be doing throughout the day and emptying trash and how V-flats are organized after so it just looks like a proper fucking rental studio? Um, and I— me and JoJo ripped through that place in like 4 hours and It looked amazing.

So I'm so glad you have JoJo.

Dude, he's awesome. I fucking love that guy. He was out there, I was just like, hey dude, we gotta like get all these tables, all this shit into these outdoor storage lockers so I can make room here. And he just like got it and fucking like did it. Was like sweeping, fucking like making—

what's his comp level? What's he doing right now? Yeah. So Jojo has been here a long time. Sorry for another day. Jojo was also one of the people who was let go at some point in the last year and a half just because like, that cookie crumbled. Like, but we brought him back. And thank God.

Yeah, he's great.

He was part of the Beverly Hills office. So when we shut that down, he was kind of just like collateral damage, because we couldn't reposition him without facing discrimination because there was someone else.

Yeah.

Beverly Hills office that was already suing us for fraudulent bullshit that we ended up winning that, but we couldn't inflame it anymore.

$22.50 an hour.

You need to, you need to bump him.

Me?

No, I'm just saying.

At some point. So, you know, hey, he's happy right now. We're hiring a CSR agent here. Yeah, just— Yeah, but we don't— Yeah, we thought we'd lose him. Yes.

At some point, yeah, he did just get moved from all that overtime he was getting at HDR, so his comp kind of has taken a hit. So it might be worth giving him a little bit of a bump.

Yeah, I think whatever you guys think, for sure. Um, yeah, he's great and his English is fine. Like, I think that was so much better. Yeah, I think that was a comment when he came over. I'm like, but he's fine.

He was taking English.

We were—

there was one time where we were getting him English classes when we had money. In 2022. You're like, anyone that wants to learn English, like, go here.

Yeah, Alberto could probably use a class or two, but he's good.

Yeah, Alberto is unhoused, just so you know.

Oh really? Oh, I did not know that. So where does he house?

He lives in an RV somewhere around Los Angeles. That dude's also a workhorse. Oh, also probably why he had a DUI, because he was probably drunk at his house.

He never stops. He's great.

When we first got there, Alberto hadn't taken a day off in 3 and a half years. 7 days a week for 3 and a half years at $16 an hour.

I mean, that's just— I grew up with that, man. My dad worked 20 years at Eastman Kodak and never missed a day. When they gave him a plaque and 2 years of early retirement, you know, All right, um, it's pretty nice. Yeah, um, and then once the CSR agent's in place, I mean, we definitely need this like walkie room warehouse hire. I really like the idea of bringing Dan Olivio back, especially after seeing how he's been working over at HDR. Um, but we just got to figure out if that, if that's a possibility. And who I have to go fight for that. Or if anybody, I don't know. I don't know if they're happy with him over there. I mean, he looked like he was doing well, but if there's other feedback that I'm not getting— have you heard? I don't know if you guys have heard anything, but there is—

that is a black box over there unless something erupts out of it.

Copy that. Maybe I'll just talk to Garrett about it.

It just erupts out of there.

Okay. All right, I'm gonna jump. Cool.

Okay, we're gonna, we're gonna keep using your Zoom room. Hope that's cool. Yeah, these things are expensive, so yeah, we try to economize whenever we have them.

Um, what was I gonna say? You could catch me up on the coyote thing at another time.

There's nothing to catch up on.

Yeah, okay.

That is—

so what's SB mean? I texted you back. What's that?

Sorry, spring break. They went on spring break?

Sabbatical?

No, we just haven't heard. I texted him 2 hours ago just to see if he could catch up like one-to-one. I haven't heard.

Do we think there's anything like— are they—

they are 100% trying to find other offers. They're figuring out what else is out there right now. And just trying to buy as much time with us as possible.

Like, was, was our friends Galpin there too?

For sure. Yep. Galpin, anyone?

What is the— what do we think the collateral damage is if they go make a deal with Galpin?

It's not good.

Well, good.

Yeah, it's not great, but at the same time, like, if Galpin buys them, they take Starwagons, then Coyote, and Zaya or whatever is left of them kind of goes away and just gets liquidated. I don't know. They're not going to keep running that operation. So that maybe becomes available on the incredibly cheap and someone scoops it up. Or maybe we can get it for pennies on the dollar.

In effect, they're treating us as the stalking horse that we are. So they they are trying to find literally anything else.

Hmm. Well, let me know if I need to catch up with Sean Griffin at any point.

Well, that's actually— I'm, I'm, I'm telling you so that— because I was on the fence of like, do I try to one-to-one him, or do I just send Mike to try to like have some business to throw their way to see if he responds to that?

I mean, I just emailed somebody that was looking for a stage on the 23rd and we don't— ours is booked. So I was like, hey, we have deals with— I didn't mention Coyote. I'd now just mention partners in the area, um, because we could also put somebody at BLT there next door. We're very close with them.

So he's also day sharing that event with us. Um, I guess a shithead— not John. John's great. The owner, the heir— it's the grandson of the owner that is now like Third gen.

Let me know, I'm always happy to just have a—

just keep me posted if you need to go to him.

Yes.