Strategic Intervention Plan for Sean's Performance and Business Survival

Did you find it up on the internet between this kid I talked about yesterday and last night? I was just like, yawn, yawn. Yeah.

Which is just like, like, about how great your man is going to be and how he's going to be supportive. He thinks it's going to be the best kind how much sales is doing, all this stuff. And it's just like, even though Rental Works shows that they're now sitting at like $100,000 for the month, $25,000 to $30,000 in revenue for the month of February, it will result in a $40,000 loss for the business.

Right. And so it's like, you don't really give a shit.

Think about like, John's ego in all of this or anything. I could just say, but my contention, this is why I wanted to talk to both of you, because I want one to talk about what happens if John just said like, so what's— so John's divorced from the warehouse, now what?

Well, he can't simultaneously also just go arbitrarily create new categories and rent them And to be clear, he's not doing that like because he thinks he's doing it in a bad— like he's doing it just because he's not paying attention. Like sometimes like he needs to add a new category, sometimes he just misspells the old category and now there's duplicated. There's, uh, what was it, uh, there's tables and chairs and tables and chairs. There's shade and weather, there's shade and weather. There's reflectors and relectors. So like, he's not doing this because he's like trying to keep things organized. He's doing it because he's not doing things correctly.

Okay, so cool, helpful. But also, um, he's like cutting deals that even my client's booking from the beginning, like, I don't know how that works for us. And I was like, it doesn't. The one where he's just like, we pay him a rebate as soon as the job is over.

Right.

And my point in both of those things is that, like, if we're going to jump him out of the warehouse operation, he's not just then also not using the parameters, like, there because he's a great Dane puppy and in an antique shop. Like, it's seemingly well-meaning, if not sometimes duplicitous and manipulative. I have a question.

What do you mean by divorce?

Exactly what, what you are looking to achieve here, Richard, in the like reorientation stuff. Like it keeps him up front. Like he has to go through you for all operational matters, right?

Well, let me explain a little further, okay? Because there's other things. The point is I'm not going to force them to do boards for a warehouse because my email that's going to go out to them is going to be like, you know what, I will work with you on administrative or whatever, but then there will be another paragraph, please note, okay, that your primary duty basically is sales, right? So you're not required to participate because the best way to get them to go to force him. It's to actually make him realize it for himself. The whole trick, the whole thing is about pushing him into survival mode, and then he makes that decision. He slowly backs up. See, my intention is not about breaking his arm. It's actually forcing him so he goes back to the spot he's supposed to be. On his own accord, he will, he'll feel the pleasure Eventually she'll make those choices.

So be that, okay, that makes sense. I guess my point in a lot of this is that like, in order for like, it's not even about removing so much like the distractions of it. It's just like, how do you solve for the things that like, So these like conditions which have interest for like the way the like the original works item that JD just detailed is you don't have to cut from the works.

Yeah, yeah.

Like the way you think I'm cutting those dumb fucking deals is there exists an apparatus which like Keith has to run these things by before he's like doing these things. It's like, and that's me, Sodden, and Mike, you know, we don't call. Holding through food is sales methodology that works here. And it is similarly getting these sales ops, which is that kind of like CSR layer that Donna is failing at. For him, getting that piece bolstered by getting just someone like basically building a robot that does quotes for him. I'm not actually talking about building a robot yet, but just like there being a resource that he can send the shit to that is not fucking Mondo or Dan Novinville. I don't care what has been promised to them. Like, and I'm not saying that they can't too learn the shit, but it is just that like, Well, what I took away from our meeting 2 weeks ago is that, like, he's distracted by all of this shit. He also can't adhere to just, like, a fucking basic request to just, like, do this shit. Ronald being Ronald, setting that aside for a minute, like, the underlying problem is still, like, there is a singular underlying problem. Singular. The one singular underlying problem is that He does not singular focus on the only activity that can actually save him, save the business. And like, there exists this like weird reality that they exist in where they like don't attune to the implosion. They like speak to it, but they're not actually seeing we're changing their posture. Mike does, Sean does not. Because Sean, like the owners of Anytime Rentals, which just liquidated last week, like, are just still like waiting. They're like Venus flytraps. They just wait till business are like coming through, and then they're like— like, that's their Chipotle style. They understand. Now, he either is able to do this thing that that we need to do or this doesn't work, right? Like, otherwise it's just like an unhedged liability. This is me saying, if he's not able to actually use the sales method that ultimately results in them getting at least $200,000 a month consistently, this is an unhedged liability. And we are one month of two of the three business units underperforming away from insolvency. The only reason why February is going to be, generally speaking, directionally okay is because one, Versatile will continue to increase, like, increase their revenue. So I like balance that when added to Avon's base and UCR's outperformance, we will eclipse that 1.9, but barely. And so that is like the— that is the reality of the situation inside the business that I don't think people have a true appreciation for. And whether or not they have it or not, what has to be— like, whether they ever gain an appreciation of that, what has to be achieved is what you're talking about, Richard, is that like, I don't care if you appreciate that reality, you just have to do exactly what we say.

Right.

Because if you don't, We— it will eventually kill us.

So that's me saying my piece.

I now yield the floor to you guys to respond.

Do you want to go first? No, Richard, you go ahead. I think most of it's already gotten out between us.

So basically, well, James, my message goes beyond the email, right? Because it goes a little deeper. Is that— let's say I send the email today, and whether he's happy, not happy, probably not too happy, that's expected. And then I will step in next week to actually talk to him, okay? And then during that conversation, this is where I'm slowly closing the door, okay? So it's not about going to embrace who you are, it's about going closing this corral, says, look, these are the things, these are the things, and I'm going to use drama in a very different way. Okay. And eventually she will fall into it. The whole point is to get them organically into things. You don't force them into things. Okay. To me, it will look like I'm forcing them because I'm kind of closing the routes, closing the, closing the camps. And that's exactly what I was about, just boxing them out, like I said, because with Rainmakers, okay, with Rainmakers, you take the weaker ones. That's really how you have to do it, okay? And it's not like you go in there, dude, you need to listen to what I'm fucking telling you, I'm gonna fucking just suspend your ass. No, it's not about that at all. It's more about like, Sean, here are the parameters, by the way. If you're running through those parameters, first time I'm going to tell you, second time I will write you up. I'm not going to terminate you, I'm not going to suspend you. It creates an illusion that he is in trouble. Eventually he gets it because he cannot understand logic by talking, but he will understand by life. He has to feel it. This is the main part. This is what makes it work with Alice. She must feel danger. You gotta feel it, not see it, not read it, not hear it. When he feels it, he will choose the survival mode. Survival mode's what? Go do what you're supposed to do. That's it. It sounds simple, but it requires a lot of layers to get it there.

Yeah, that's just like the mind fucking on the like— That's not the only way it works.

Yeah, that's fine.

This is less about your method or its approach and more about ensuring that it— like, this is not— this is absolutely not about your method or your approach. This is about how do we complement it with, like, the infrastructure required so that it is comprehensively solving the underlying change. I agree, and that this is not about screaming. There's no reasoning with this creature. Yeah, so, but at the same time, like, the business still has a need for there to not be someone that's like forgive me, but like putting out rental works categories and like putting crappy deals with random-ass producers because that's just like them getting desperate and shooting from the hip. You get what I mean?

Well, yeah, I know.

That's why I was— Further accentuating— sorry, further complimenting your approach, what I am saying is that like there needs to be an emphasis put on solving for these other things as well, which some of which is, I would say, managing these responsibilities. Some of it is working with Katie to get a sales off the cold spot machine built for him so that at the end of the day, if you're talking about boxing out, really what we're trying to box him into is a field where he can just run around and with our direction, make sure that he's at a minimum texting or calling the people that he said he was going to on last week's phone call. And that there's this increasingly large marketing effort that is starting, is starting to snowball into something that is, whatever, conforms to whatever they have in their head they think will be effective and at a minimum is able to be scaled back. If we're seeing signs that it's not working. But it is not like— it's like, okay, Sean, I said 3 weeks ago that you can go make your, um, "Evan Doesn't Suck Anymore" commercial so that you can send it to all of your people. Um, where are you with that? You said that this was a huge thing that was getting in the way of you being able to win business. I said yes.

Where are you?

You get what I'm saying, Richard? And sorry, maybe take it to you because like ultimately, Richard, it's not about you. It's not about your— No, no, no. It's about making sure that the approach is uniform across the remainder of the enterprise. Right.

But the thing is, let me ask you one question. Who's the taskmaster for that? In other words, you guys have your calls, right? And then certain things say, okay, we're going to do this, this, and this. But at the end of the day, there's no taskmaster on top of him saying, hey, is this done? This is done. This is done. Why isn't this done? Actually consistently on top of him, right? That's part of what I was going to do also, right? It's usually Ronald and myself both becoming taskmaster for both sales and ops because For example, if you guys have a meeting and you tell me, hey, this is what was promised and these are the deadlines, then we add it to our list. So we act on your behalf as a taskmaster. Also, in other words, it's like, hey, John, how you doing? By the way, was this done? Did you know this is due tomorrow? Right. And then eventually it gets to the point where— this is how it's supposed to be done, by the way. You notice I answer every single one of my emails. With a bigger email. Why? Because if you cannot handle that, you will not be able to handle 399.

Guarantee you that.

I want— I may not be able to answer.

Here's my question, though. Is like, do you want to do that? Can you do that?

I could do it easily. It's not even an issue. But the problem is this, okay?

You got to let me do my You say process.

So all I want from you is whenever you do your sales meeting afterwards, you let me know what your tasks are and what are the deadlines. And then I add it to my task list because I'm going to apply RONDO in a way that RONDO has never been used. Okay. And also myself too, right? Because to me, all of this stuff is really nothing. Really, it's worth to you, to me is nothing. Because you saw me yesterday, how many email exchanges I have with Mike, right? I don't let him win on that because that is— that's his style. And two is, if you look at how he— how many emails— that's the interview for SuperCo right there, okay? That means people like him in a business like Chihote's, they die. That's how they exactly die, because every little thing would take 18 meetings and just be less formal. Yes. And that's where— this is where I say, that's it, done, we're moving forward, right? I'm forcing the wheel to turn.

It's just like— I totally get it.

Go ahead. And also, and also, what Sean really needs is a taskmaster.

Yes.

Okay. You treat him with ADHD and you say, you know what, dude? Okay, tomorrow this is due. So today I'm already telling you, hey man, tomorrow that's due. Eventually it drives them to a point where, is it better if I just do the fucking task or have to talk to this fucking guy? Which one is better, right? It gets very tiring because I, I don't care what hours a day, I don't care whatever, I'm consistent. And that consistency drives people nuts, okay? It does. It drives even the crazy crazy, okay? And that's the trick. Some of it sometimes is just simply like Make a major choice. Deal with me.

I'm going to read it next to you, but when I think you're closing and you tell me if this is correct, and then JD, feel free to jump in.

Okay.

You are the need for accountability as it applies to Sean's sales responsibilities will also fall to you. And basically, in the measurable sense, the accountability required to get Saurabh Chand's sales Objectives met, right?

In the measurable sense. Here's what I mean by measurable sense. Is that like, for example, I will ask him, all right, here's your contact list. Who you call today, what you talk about, right? You will fill those out, okay? That way we can actually see like who did you actually talk to, okay? Now he can choose to lie, that's fine, but at least you're going to do the work, okay? Two is, let's say, uh, like you said, right, he was supposed to do his commercial Okay, that was from— that's a task, right? So once you give me that task, I can say, measurably, I said, okay, here, here's the task that you promised. What, what's the deal? What is the holdup? If somebody asks you every day, like, just poking at you, eventually you're gonna say, you know what, is it better to just fucking do it so I don't have to see this fucking guy?

Yes.

Most of the time, yes. You know, that's exactly— and also that also means that hope— actually, I don't care.

Hope, I guess, the hope of this, the refinement of the approach effectively is just like removing their ability to go to other places and get a different outcome.

Right. Right. And also, here's what you get out of this, right? Whether he passes or he fails, Well, no, well, more than that, it's the outcome. Well, you get the outcome, but also the process. Right. And also, here it is, you get to see where he's at all the time because being the taskmaster means that we know, you know, where he's at. So you would know if he's failing.

So what that means is we get to set the outcome. You have to manage the process.

Exactly. But because let's say he makes a commercial, right, and he just didn't do it, and he gave you— so he will have to come up with excuses. Eventually we're going to overcome all those excuses, right? But you get to see why he's failing, because then it allows you to make much longer range decisions about him, right? Because now you're going to say, this is exactly what he could do, couldn't do, even with the pressure, even with the task master. So if he does better with the taskmaster, then we say, okay, great, we'll just put a taskmaster. If he doesn't do well with the taskmaster, then that means he's hopeless. Because even if somebody holds his hands, he can't do it. That just means he can't do it. Because you get to see more results. Right now you don't have a taskmaster on him.

Okay, so look, at the end of the day, what I'm trying to solve for is keeping from— out of the operation, but there not being a similar amount of like credibility existing on the actual area of focus that we want from him. That's how we define the problem statement that I'm trying you want to solve for. Does that make sense? What you are proposing solves for that. Okay, first of all, I'm not pricing out an opt-out. It is not without like an incremental or additional— like, you will spend the majority of your time managing this too.

Not really, because I have a different way to manage it. So this is because this is something I do routinely. So before— so it's, it's not really a burden. Okay, because they're not that smart, trust me.

So, so that's how you really feel?

Look at this way, the way I had to go back to Santos with all those emails, right? That's the life of 399 DER, you know that, right? Yeah. Okay, so, so let me tell you about the plan about not boxing Sean Alaba, okay? Whole thing is like, participate all you want, I'm not going to stop you. In fact, I'm going to ask Ronald to cooperate with you more. At the same time, being the taskmaster for the sales task, I will put equal pressure. Eventually what he does is like, this is what he's going to say to all of us, you know what, I can't deal with the ops and this at the same time. I'll say, hold on a minute, look at your email, it says please note you have the option not to participate in ops. Why don't you exercise that? So eventually he'll force himself organically out of certain things. The point is, we don't— I don't drive him out. He needs to drive himself out.

I think for this to work effectively, you still need more reliable sales ops resource that is able to do his quotes to keep the fucking bullshit.

Yeah, that's just that. That's something that I don't know how to do. Right. Katie? Yeah, sure.

So, yes, I mean, like, I'm not— so we're coming out of this with, like, action steps. Like, that would be something that I would put to Katie to establish as quickly as possible, even if it means hiring a new person or creating someone internally and making that their intersect. Singular responsibility.

Also, you gotta— but also you gotta, you gotta give me like, what's his sales task, right? Like, for example, like, how many— who's to give— like, how many calls are we supposed to call, or what's, what's our routine on that, right? Or like, I can just establish like a daily routine. Hey, daily you're gonna enter this log who you're talking to, right? You got to give me a list of things that he's promised you do, like for example, the commercial or whatever, whatever that is, because I can't be the taskmaster if I don't know what the tasks are. So that's it. Okay.

What is our goal here? Can we just like circle back? Like, what is our actual goal with Sean? Do we want him to be a productive member of this team, or do we want him to like kind of get like kind of flame out? And I don't know, it feels like we're setting him up for failure, which I'm fine with if that's what we want to do.

How?

Because we're, we're putting the onus on him to do a bunch of things we know he is not good at doing.

He'll fail anyways. The whole point, I think, is to keep them all stable, try to do as much money as possible until SuperCo kicks in. After that kicks in, then whatever happens.

Well, I don't want to use— I don't think we can use SuperCo as like an underpinning, right, of the decision.

Okay.

It's not a currency, so it still has to work in a vacuum outside.

Okay, in that case, pretty much is that we just have to do the test and do everything to kind of ground them.

Yeah, I would actually say, JD, that the approach is actually still the same. Um, it's just like, it's like in a vacuum, it's still true. It has to work. Like, I know First of all, is able to achieve sustainably $200,000 a month of revenue, right? Once they get to that point, I don't care anymore. But the volatility is what actually poses the existential risk to it, to understand the business. And I think that everyone is just so numb to this existential risk that we're not like jumping up and down and being willing to rip out to try to like get it there. I'm trying to avoid a half measure. So when you ask the question, what are we trying to solve for? I'm trying to solve for there not being some like whatever independent half measure being ultimately like rolled out because like the underlying condition that we're trying to solve for, e.g., or i.e., whatever, like John is virtually useless without— John is virtually useless without there being like a structured system of accountability keeping him on task. Mike knows it, I know it, you know it, Mike knows it, I know it, you know it, John probably knows it, but it's a secret. Right. Mercy Dragon keeps that. But like, how many times— every time I ask him what's going on with XYZ customer, and I'm sure you've heard me ask him this, he's like, uh, I don't know, I haven't talked to him in a minute, I'm gonna text him right now. Well, here's the thing, I will— I think that every month, especially starting in March, if there is not singular focus paid to that element of it. Like a single point inside of the business that we can basically throw whatever bullshit he raises as like why you can't do X, Y, and Z. It's like, oh, well, I can't, I don't have any quotes. It's like, well, you're not doing X, Y, and Z. It's like we're out of time. And this is my point, and I don't want to occur, and it's like Sean flames out, that Sean flames out, but I don't think he's going to flame out. I think that's like what's happening here is that they're failing to adapt to the reality of the deal that they made, and it shows up in things like when she texts me asking to— suggesting that we set up a weekly meeting between what she calls ownership and operations. That was last night, by the way.

And what, even like Quixote, right? Quixote didn't just let him fly free. They had expectations. That's all he should— because if it didn't work, he would have been gone also.

The difference, when you have a difficulty with the reality of the situation and you actually see it in my Sean is my business partner. Sean was your business partner.

Exactly.

They're failing to adapt to the reality of the deal that they made, which is that, like, number one, sure, Sean can still kind of be his business partner, but two, so are we. Right. Right. It's false that they are partners. Two has very different needs which are existential in nature.

Right.

And like, it doesn't matter how many times you have to like fucking explain this reality of the situation to them. It's like, explain, like, at a certain point, like, the business just kind of has to move forward. So, I don't know. I guess my point in pulling the three of us together is it's now coming up on two weeks, I think, that we've been fucking with this. Maybe 3, and I don't think we're that much further along.

Right. Well, that's why I'm proposing all of these changes, right? Because put it this way, if we do all of this, we might be successful with it. If we don't do all of this, for sure we're going to fail on it.

Yes, we are not— okay, you say if we, if we don't do all of this Or if we don't try to do all of this, then like there's just a continuation of this and you're leaving it up to chance.

Exactly.

Policy of inaction piece, right?

So, so, and that's why I'm saying like Taskmaster is not that hard. And like I said, it, it's because again, in my, in my particular role, right, it's because I'm used to doing this kind of stuff. So it's not like I have to think about doing— I do all this stuff without thinking. I mean, you see how I answer, right? I don't even think about those things. They just come out because that's the way this business is.

And this is like my favorite, like you finish a sentence and just like words that are like impossible to like say anything against. They're just words.

Exactly. Um, exactly.

And then he's just like, I've said what I've said.

Yes.

Sorry, Richard, just to like, JD, to try to bring this back to some semblance of resolution, and then I'd like to let Richard loose and get back into something actionable. I don't think that the versatile deal works in its current fashion. Like, I would rather— like, we're— you can't have this, like, money-losing operation inside of the business. I don't want to and cannot actively manage Don the way that is required. It is a constant day-to-day micromanagement search that is required.

Right.

And it's not that one individual is also like one individual is responsible for it, but it is ultimately like, yeah, to borrow Richard's phrase, like corralling him into the zone where we're getting at least some more. I don't think we're ever going to get 100% Sean is at least just poor. And like, Mike was concerned, as you were, about like, there being like— there's no motivation for Sean. It's like, if Sean is that motivated to do the like thing which is in his and the company's economic best interest, they don't know what we're doing, right?

Yeah.

So I guess, like, I, I can understand the, like, hesitance on it. At the same time, it's like, we've been trying the fucking practical diplomatic approach with this dude, and he will say whatever the fuck he has to, however the way he has to say it to your face, go do something else in the shadows.

And that's, that's why that method doesn't work. Yes, I agree.

Yeah, you just— it's a definition of insanity. Thank you. He's got to keep doing the same thing over and over and over again. Well, that's why I'm almost entirely— it's less on autopilot I believe you will end up with beauty.

I think beauty would have died if there had not been— we don't know.

So, um, I don't think— I guess, Richard, then how do we— here's what I would like to do. I would still like to send this email, but I don't want to send it without Jews looking at it, it doesn't necessarily like— Listen, can I tell you this?

That email doesn't really— It's two separate matters. What I do and what that email does, it's two separate matters. It really is. Because the way you think, you think they understand. They don't. You think they can connect. They can't.

Okay?

It doesn't really matter. That's why the way I approach is like, okay, you know what? I'm gonna put you here, then I'm gonna become the taskmaster. Like, for example, I will be telling him next week, hey, listen, we're gonna start doing this. This is this. Because eventually he has to just follow it. He has to. He doesn't have a choice because it's either that or we can't afford to pay him anymore. And that's the reality. That really is the reality. And the problem is nobody's really communicating the full truth, okay?

That's what this email is, by the way, okay?

Like, this is over. This is what you— again, I, I'm telling you, this is that what you're gonna send and what I'm gonna do is two different matters. It really is.

I think you're right.

Yeah, yeah, sorry, you're right. Listen, you still believe they're human beings I can understand. I'm telling you, they're not human beings. Little pawns and little animals. You gotta treat it like that, okay? I know I sound like a horrible fucking human being, but let me tell you this. This is how I survived. You see, I mean, you see what Mike's doing, right? And you see how I respond to him. Why do I keep responding to him? Because he needs to know that I'm always gonna be above him. You're never gonna have one over me.

That's the way you treat union.

The moment union thinks they can go one step above you, you're dead.

Okay?

What that means is that I have to be more relentless than them. Okay? If I'm equally relentless or less relentless, then I'm done. And I have to be consistent no matter what happens. Does that make sense? It's a form of a discipline that's above and beyond.

It does.

Okay, so, so with your permission, I'd like to move forward just because I don't think we have much more time to lose.

I agree.

Me too.

Okay, okay, like I said, I don't have any malicious intentions with Sean. It's just about survival.

You don't even have to say it. So I guess to re-ask the question then now, what do you need from me?

Us.

I understand that you need us to communicate what his sales objectives are to you.

Yeah, it's— yeah, exactly. So I can track it, right? And also, don't be surprised he end up getting a verbal warning or something from HR, because sometimes you have to fire one shot across the bow. Okay, I'm not going to fire him, I'm not going to suspend him, not— you know that already. Okay, so don't worry about that. Okay, if he want to jump off shift, let him jump. He'll come back, he'll swim back on his own, and we'll take him back with a different attitude. Because that's exactly what's going to happen to— he— it's a process he has to go through, okay? It's like a rite of passage, okay? It just is, because they're not reasonable human beings, so they have to go through this tribulations, I guess, or whatever you want to call that, you know, like it's part of that process. Now he has a choice of just kind of slowly, organically following because his first blowout at me or you or anyone is going to be, I cannot deal with ops and sales at the same time. Well, you don't have to. You have that choice. I never obligated you or forbid you or anything. You have that choice, man.

But see, once they argue with you and they get on the same page, we're basically 100% aligned except on that being his first blowout. His first blowout is going to be in regards to he doesn't feel like he's not going to feel like an owner in this.

Well, he's not. And also, by the way, if none of you respond, there's no blowout. It's a blowout. It takes two to tango.

Just to be clear, what I'm saying, though, is that he's going to bristle understandably at this idea that like What in his head is this like equity ownership position that he's not actually connecting doesn't exist because they have not fulfilled fucking one deal.

You're still thinking in like— there's no reason to accept feelings. We no longer care. Exactly. There is no him. There's the whole big picture, there's the business, but there is no him. See, we're using him as a tool now. Now he's part of the tool of the chess pawn, and we push and the corral. That's it, right? It doesn't matter how he feels things, as long as he does what needs to be done. That's all that matters. He worried about the kamikaze that we worried about with Gary.

The kamikaze has been Yeah, I mean, like, crashing out and trying to almost do irreparable damage in his matchup, where, like, let's say he does threaten to walk away, he goes through with the walk away, and in that walk away he does a bunch of irreparable damage, which is what absolutely trashes his company. Um, I mean, I've always to the point where he can come back. But it's like, to what end? You know what I mean? Well, here's the thing, right? That's the truth. That's the true catastrophic risk here, right?

Well, here's the thing. Let's look at it this way. That is a risk. Of course it is. Is he really gonna do that? Probably not, just because he knows his avenues are— he doesn't have that many choices. Also, that's showing that he doesn't even think about it. Okay, but let's just say that we take the Mike approach, right? More diplomatic and slower. You're going to come back to my message at the end anyways, because that's true.

So it's not a dilutive approach or passive. It's, it's a speaking to the risk, right?

It's a risk we have to take. Because we don't— we also do not have much choices anymore. We don't.

Okay, so let me just— what I would love— that's the only thing that I would want is in his, like, threatening to walk out the door, I'd like to give him a piece of my mind to demonstrate, like, how this is not okay, but he thinks it is. Do you get what I mean?

Can I tell you this? You're going to be talking to a tree. —so it doesn't really matter, okay? It matters that he needs to feel that he needs more than this needs him. And also he needs to feel that, like, if he wants out, can he survive somewhere else? That's the question he has to answer, okay? He's gonna find out for himself that it doesn't work because everybody in the industry knows him. They know how he is. The kind of money he makes, what he's gonna do. Nobody's really— I mean, can you see anybody taking him? Can you actually think of an entity right now where Tayshaun is currently torn and paid? That's a reality. That is a reality. I've already told that to, uh, Michael Santos, and he even— he couldn't deny that. He couldn't rebuttal me of that.

I didn't know that.

But it's just, he's like Because the thing is this, okay, do you think John Vargas wants him there? No, no, God, no, absolutely not, okay? And Bob Dykes cannot handle him. And also, here's a bigger part, because Galpin is a much bigger entity, right? Galpin's not gonna— okay, they would— it's not gonna deal with the bullshit. If Bob Dykes is not going to risk his fucking job over there over him Yeah, yeah, yeah, yeah. Okay, so there is no Matthew 04, there is no Galpin, and there's no Andrianas or whatever the fuck it is. There just isn't. Okay, this is why Michael Elliott put him under Jeff for the same fucking reason. Michael doesn't want to fucking talk to him.

Okay, that's fine.

Um, okay, so I will send out this email in about an hour or two, and then move forward from there.

Um, is that okay?

Right, we're okay with that? Yeah. Okay.

Um, there was something else, I can't remember what it was.

Okay, anything else? No, I mean, I trust you, Richard. To do what needs to be done.

So here's the thing, right? I know it sounds all crazy and funny and all that, but here's the thing, right? That's part of my life. I do all this. I really was part of my life. I mean, like, think about it. How many times I've had the house with Ivan, right? How many times I've like went head-on, bang head straight with Julie? And every time I tell them the same thing, guys, here's, here's analytics for you. Here's reality for you, okay? I listen right on their face, and I told Jared that too when I was talking to Gary. I said, this is how I handle it, because here's the reality of things, okay?