Rebate Calculation Review and Marketing Strategy Discussion

trucks versus equipment. So we totaled this— these two for the trucks, which is 10%, obviously not parking or any of this other stuff. So 10% of these two numbers, $660 and $700—

10% or 20%?

Or 20%, sorry, 20% of those two numbers. And again, these are sort of the raised versatile prices, not the Avon prices.

So, right.

And then we did 24% of the production supplies, which was this. So we, we totaled out those items right there together. I can, we can do all the math right now if you want to audit it again.

No, I mean, that's the difference, like, because we have production supplies and vehicles on one invoice. It's correct.

Which we only did because normally we wouldn't do that. We usually separate it out. But he needed to add more money to his vehicle invoice. So he was like, can we put some of the camera truck stuff on here for the camera truck buildout? And I said, yeah, sure. And that was— we did that before we knew we were going to, um, do this deal, like before we knew it was good. So that won't happen again in the future. It'll be easy to just pull the rental totals, not the, the service totals. And then on the production supplies, Uh, it was just this rental total, and what I did is I actually went—

so that rental total includes, um, my fees. So I subtracted out my fees because there's $330 of that in there.

Oh, was that— is that the deal? It says no my fees. So, uh, so I need him to make a new invoice.

Um, well, yeah, I That's what I just want to make sure is we have the right amount of the rebate.

Sure.

Let me just confirm. So 90 plus—

oh, sorry. Can you— I accidentally muted you.

I'd like you to unmute.

I clicked it. Sorry.

Okay. There you go. Wait, so what is taxable? In the rental vehicle section. Is it the nitrogen tank?

Uh, yeah, that actually probably shouldn't be because a couple of— yeah, it is the nitrogen tank. So a couple, like, we're cleaning this up as we go. Some— I, I've talked to Donna about this because some of the I-codes we created when we went in and we would create a new one, uh, rental inventory Nitrogen. For some reason it was— had tax, so we took it off so it no longer has tax here. But when we made the I-code, it first had tax. I don't know why it would default that way. So that's happened a couple times where me and Donna have caught it, but in this case it should not be there. I can't really do anything about the invoice now, so I don't know if we just want to pay that sales tax.

Yeah, that's fine. But I'm just checking on 486. So $2,182, but it doesn't include the miscellaneous items.

Right. Because they're not getting parking and the other stuff. Right. So like.

Right.

That's why— and, and I understand how you don't want to put this on accounting to do, and I was— and I, I know for my part I shouldn't really be doing it either, but it's more the— I'm like, I don't want to turn 80 or 100 grand worth of rentals away, you know?

No, I, I understand. It's just— I mean, I, I don't think I have to justify it to you. I think you understand. But setting the precedent that this is payable from everyone that gets like, it would just be— we'd have to hire a full-time employee.

And I'm not going to set this precedent with people. Like, the, the one I'm trying to do with Nico, I've been trying to wrangle him down, but he's on a travel job, uh, to do his rebate for 2026 and have him sign his final agreement, right? Because, uh, he— but he's just been so busy that he's like, oh, we'll get to it, we'll get to it. Um, the— he wants to do it quarterly, which is like, great. I was like, that's what I want to do, a quarterly too, but I also kind of want to systematize it.

So it's I'm working on a system. I think the spreadsheet version is like the imperfect version of what I think it can be. Um, I would say as long as it's quarterly, don't feel like I— we will get it solved to make sure that's paid quarterly and on time and accurately. Um, it's anything outside of that that becomes difficult.

Yeah.

Um, all right, so you have a rebate here, uh, —of $10,833.36. On the supply rental consulting, you have $823. I have a rebate of $687.96. And then you have a production truck consulting of $260.36, and I have one of $257.21.

Sorry, let me look at these again. So 16—

oh no, that's not it. It's 279.

So if— and he gets 18 or 20% on these trucks?

Uh, 20% of the trucks, 18% on production vehicles.

Okay, so 660 plus $735 is $1,395. And then if I do 20% of that, that's $279. So that's under— that's above the $260.36 you sent over.

Like, he, he, he put this together. So we did— hold on, let me see. Let me look at this.

$660, uh, $660 $735 equals times 0.2 equals $279.

So it should be $279 and his invoice says otherwise.

His invoice says $260.36. Hmm.

Okay, that's wrong. I'll have him revise the invoice. So $279 for vehicles. Let me write this down.

Well, hold on. Let me just confirm because taxable sales, the gross invoice total. -301.

Tax rate.

Tax is 0. Yeah, 279. That's right. So 279.

Cost of goods sold invoice, 279 for trucks. Okay. Boom. And then supplies would be 63 plus 81 plus 72 plus 180 equals 396 times 0.24 equals 9,504.

And wait, sorry to stop you. You still got to 386. Did you include that $90 nitrogen tank?

Oops, let me try again. Sorry. Uh, 90 plus 63 plus 81 plus 72 plus 180. Again, this is—

yeah, you're right— times 0.24.

11, 16, 64. Okay.

11, 16.64 plus for the supply invoice. And I did check on subs on this. There was no subs. Uh, but if we're taking out the Wi-Fi, so that's 330.

So 26, uh, no, 2865.50 minus 330 equals times 0.24 equals $608.52. So add that all together, what do you get? $116.64 plus $279, $1,416.

Is that what it should be? Is that what you got?

Between the two?

Yeah, all together. Trucks, trucks being $279, the production supplies on the trucks invoice being $116.64, and then the production supplies invoice minus $330 times 0.24. Let me just confirm that one again.

Yeah, I got a slightly different—

$2865.50 minus $330 for the Wi-Fi equals $2,535.5 times 0.24 is $6,852.

Is that including L&D?

No, L&D is not on there. It's, it's, it's— I'm just using this rental total right here that you're looking at. See this?

Yeah. Are you getting 725, 16 between the two of them? Yes. Okay.

And then 279 for the trucks.

So why is my calculation going wrong? Because it is including taxable sales over— saying that there are $1,352 plus $237.95, $1,580. Well, that's right, taxable sales. And the tax is $155.02, which is also right. So the final amount 486. Oh, is that why? Because this needs to be less 486. No. Because it's subtracting from tax, that's why. Hold on. So if I do That 25, 35.

That. Got it.

Okay. So now I have a total of $1,004.16. Same total.

Great. Yep. Okay.

So, bubble.

Uh, Okay, I'll have him revise this invoice.

Hey, Josh, can you please revise this invoice for 416? We added the Wi-Fi in the calculation, which we cannot rebate due to hard costs. I can go through it again with you if need be. Thank you.

Okay. Okay. So secondly, so— all right, let me stop sharing for a second. I, as a general— and there's a reason I want to have this conversation with just you first before we have this conversation with James and Mike and anyone else. Okay, as a general, I've always thought it's an important understanding of, uh, ourselves as people when we know what our weak points are. Okay, I, my, my weak point is that I'm not— I wouldn't say I'm like geriatric with my use of, of computers and software, but I'm Definitely not the youth and understanding it really well, but I understand enough to know what I think we need. And when it comes to the CRM situation and it comes to the marketing situation, the reason why I wanted to get good at GoHighLevel was to leverage that for Versatile just before we ever, before we partnered. And the reason why is because you can tie all your social media to your CRM, all your email blasts, all your, all your, like any web content of any kind. You could build funnel pages, you could build websites, you could do all this stuff. And I was like, I know this is the key to running a good business today because the old business model of having a COO and a CEO and, you know, a marketing person of this, it's just, it doesn't really hold weight anymore because it's too expensive to have all these people. So businesses have developed by becoming more reliant on AI tools and automation. And I know you know that because that's what you do. You try and figure that stuff out. So what I'm hoping for is I still have the, I actually canceled the GoHighLevel account I had because I didn't want us to pay for it back when we were started because I didn't have time for it. I started it again like a month ago. I still have that time to address it, but I have literally thousands of contact emails that we could be loading into this CRM for commercials, for print. And as we work on this sort of marketing department, uh, which is to say whatever we're shooting or all the assets we have, I have literally thousands of assets too that we could be putting into the world for social media and that stuff. And using it, we could also do pay-per-click ads where we could do targeted ads to people in the LA area for Avon, for HDR, for Versatile. And the reason I wanted you and I to have this meeting was because I was like, I feel like I know that my, my best asset outside of my ability to deal with people and get people to trust me and like me and whatever is kind of see the big picture and kind of see like, hey, like, what are the problems we're having that we have as a business right now? One of the biggest problems has been me because I'm not the most organized person. I probably never should have run a rental house at Coyote because I was not the best at organization. I relied on other people to be more organized, and I'm trying to be organized now, and I'm trying to clean up our W now, and I'm trying to fix these I codes and make sure there's not sales tax on nitrogen tanks and yada, yada. I'm doing all that. But I think in the framework of, of how we build this business to be truly successful, it's not just like, hey, I'm gonna take these sales meetings and we're gonna put it on a spreadsheet and, you know, we'll get however many we get. I, I'm like, we need to really start building the basis of the brand from a digital footprint as well, because it's not just who you know, it's who you don't know, right? And so like if a little versatile ad flashes on a, you know, someone's Instagram feed for a pay-per-click where we pay 3 cents for someone to see a commercial coordinator who's never worked with us, where they see like a little ad from us that we make, that we can make relatively easy with all the content we have already. I'm talking photo and video assets that we already have. There's a way for us to futurize the way we're doing business and I think part of the issue is like, I know I'm only one man and I can only do so much. And I recognize now, especially with this last 2 weeks with Ronald being a part of this, was like, I am so integrally tied to the operations of this business because producers call me and text me and say, oh, I'm dropping off a van tonight at this. And I got to make sure the warehouse lot knows. And it's like, I can't hand over full ops to the business to someone unless they could do the rental agent and kind of create those relationships too. Right. So without hiring more rental agents and staffing up, which we can't do right now, right, we know we, we can't afford to hire people. I'm like, how do we become more efficient? And to me, efficiency, like the reason why I want to do the Avon rebrand video was Avon doesn't really have a brand voice. Like, it's a company that people dealt with for years. They had a lot of trauma with for years. It had nothing to do with you or James or Richard or anyone else that was here. And I know you guys have looked at marketing and things and I think maybe the versatile partnership was sort of this idea that, hey, Not that we would rebrand all of Avon Versatile, but the idea that how do we, how do we give a brand voice to a company that has a history of being people's like fourth call when it comes to truck rentals? How do we make that? How do we change that thing? And for me, like, I had a meeting with RSA this week. They're— she's got Sarah Morrison, the HOP. She's going to come over. She's going to look at what we have. I'm going to take her to the studio. I kind of want to take her to Sadaquay too. But the— she, she's like, yeah, we really want to find new vendors to work with. She's like, because we've been sick of KOTY too and Galpin's Galpin and they're always busy. And, you know, I mean, I think part of the, the equation for us with these bigger companies is whatever companies are at Galpin now are keeping them busy. So we got to, we got to get the other companies that they don't have, right? And it like, if with one video and with all these contacts and with everyone I know, I mean, I will text everyone I know the video and be like, please watch this 90-second thing. So you understand my partners. The reason I partnered with Avon was because you built this beautiful maintenance facility. You have this great team. You guys are doing truck in the safe way that I know to run trucks. And like, you're doing it better than Coyote did and you're doing it better than Galpin did on a maintenance level. On a safety level, on a regulatory level. And that's awesome. But guess what? No one fucking knows that except you guys. So until I can have 1,000 conversations with every HOP or EP or production manager or producer and hope they believe me. But if I can show them, that's why I was like, let me come shoot a thing where I'm going to shoot the facility. I'm going to shoot some, get some interviews with people with soundbites to get, like, Yeah, we used to have terrible maintenance, but now, like, that's the name of what we do. And like, here, let me show you. It's like that kind of sale, that kind of brand rehab, I think, and the combination of versatile AVON and even HDR, it's like that opens up the door for people to be like, oh, this is different. You know? And that's what I'm trying to do right now is explain when I go have a sales meeting and they're like, you guys have scaled really quick. Like, how'd this happen? I'm not going to lie to them and be like, well, I had so much money and I bought all these trucks and got my old building back. That's not who I am. So I said, yeah, I explained the story and I basically just want to explain that story for people digitally. And I think that even though we have 3 different brand names, I think with a start like that and with a really good social feed where someone's updating the socials once every other day with a new post, a picture of a truck out in the desert, us doing some little video content in the warehouse, whatever. That's what I've been wanting to do because I feel like the old guard of just who you know in Hollywood is— it's good and it's providing a certain level of like, hey, we have revenue and we can keep scaling the revenue. But I think what you and James and everyone else wants is we need to blitzkrieg revenue.. And I'm like, how do we make this jump? And I'm like, yeah, we got to have our ops unlocked first. But I think it starts with that thing. And so I wanted to maybe schedule some time with you to go through GoHighLevel or even give you my account login for GoHighLevel and you can poke around in there and see. And I'm not trying to say like, you should help me with this. I'm just trying to say, ideating how we do business more than like, well, if we were going to, if we were going to have someone do CRM work and upload, like, I'll work at it too. But it's like, I need help because I'm not a digital, like, I go in there and I get lost half the time and I'm like, okay, I need someone who's better at this than me. And I've almost wanted to just hire someone like WeWork freelance, 25-year-old, whatever. And I can't do that too., but like, it's, it's a matter of, it's just sort of a matter of, I think for us to really take that next step, not just from, you know, and, and part and parcel of me saying like we could do $600,000, $700,000, $800,000 a month. I still think that's totally possible. It, when we see the lumps and valleys of like these high numbers and low numbers, like, I mean, it, it shows that the potential is there. You know, December showed the potential was there. In 3 weeks we did 200 whatever we did, you know, and it's like, okay, well, in 4 weeks that's almost 300, so we, we got to double from there. Well, you know, how do we get to doubling? It's like, it has to be, yes, we got to sell these companies, but I also think it's how do we create an organic energy for the business where it's like reaches people in all places. And it's not just me making a bunch of phone calls every single day to try and convince people of something. So I guess I'm just trying to sell you on the idea of, like, how do we as a company come together and, like, really leverage these tools that are out there to create what I think we need to really, like, grow this shit. Does that make sense?

You said a lot there, so I just want to kind of like pick— I just want to go through like the individual parts. Um, because it started with a conversation around like getting the Versatile brand name out there. Well, it actually started with the technology piece of like, I don't— I think James tries to say this on the call, but just to kind of put it bluntly, technology is not meant to just be like a box that we're supposed to check. It's supposed to be something that helps you guys achieve your goals more efficiently. Sounds like what you want to achieve is getting the Versatile brand name out there and correspondingly rehab the Avon brand image because Versatile is intertwined with Avon for better or worse. So it needs to kind of— you can't just push Versatile without— but you probably can, but there's some channels where Avon's brand image has to kind of sit alongside VersaTile. There's a direct outreach component on social media where you can put VersaTile out there. No one would ever know that it's Avon, but they're just getting the exposure. It's like Coca-Cola. Like, you don't— Coca-Cola doesn't advertise because they're trying to get you to sell or go run to the store and buy a can of Coke. Coca-Cola advertises because when you do come to a decision point and need to make a purchase, Coca-Cola is top of mind. Versatile, I don't believe their outreach is going to be, hey, I'm getting an Instagram ad for Versatile, that reminds me, I do need $1,000 worth of production supplies.

It's more like— it's the— it's the— I think it's the association, right? Right.

It's now you— you— it's in your head, you know of it. Down the line when you go and you need to put an order in, or you're recommending to someone, or that's just in the— in the, um, in the conversation, versatile does come up.

So, and this fear of this, just so you know too, is by us tagging the trucks we have tagged, there's so many of my clients and new clients that we're getting. Like, we got a rental for a truck and a little bit of gear last week with this guy David. He's like, oh my God, I'm so happy you guys are here. We need new vendors in this town. Like, it was like this, you guys are a knight in shining armor because you came out and handled it. I was like, That's cool. And then it was like, yeah, we see your trucks everywhere. And I'm like, yeah, it's not that many. I didn't say it, but I'm like, it's not that— it's like 24 trucks.

But if they're out a lot, right? If they're driving around town, you see 3 times. Yeah.

And so I guess for me, I was like, I guess I wanted to stack the box. And I was just like, I know it. I don't want to spend a ton of money on marketing. I don't want to spend a ton of money on shooting stuff. I don't want to spend $20,000 on this. What I'm more saying is like, I just, I would love help getting digitally organized to be able to really like leverage that platform.

And well, okay, so let me interrupt there. There is no silver bullet platform that is going to solve this problem for us. Sure. GoHighLevel looks like it's a great, looks like it's a fine option. There's hundreds of them like it. Like there is no one platform that's going to solve all of our issues for us. What I think is probably more useful is let's take broader themes and figure out how we get organized around them. And to me, what I'm hearing is there is a brand rehabilitation video for Avon that needs to be filmed so that you can take this to people in your sphere. When you say, how did you scale Avon? Like, support— like, Avon is the backbone of this here. This is why we chose to partner with Avon. This is why we're so bullish on them as a company. There's a video that associated with it. That's one like section here. There is an outreach and just a general brand image for Versatile, which I think sits to the side, and that is through social media, maybe through some Google Ads, um, maybe just through some general— I don't know what other kind of advertising, but that almost sits in a different vertical. There's a third vertical also that is how do I get organized around the cold outreach I'm doing, like that we talked about on the call earlier today with James. How do we monitor all the activity that is going on in your orbit? Who's texting you? Who are you calling? Who are you following up with? Who are you taking to games? And that's a third, like, project track that we need to focus on.

This, like, I'm happy to do that too. That's, that's not what I'm saying. It's more the, it's more, yeah, it was more the, like, if we want to do CRM outreach email blasts, like we're not doing email blasts right now. We don't have a marketing presence to our customers except for that which, when they deal with us.

So think about that is like that. So that was, that's what I would say is let's, I can help you come up with a plan, but I'm not the person to, like, you can speak to me in like plain English about what the plan, what you actually want to accomplish. If it's putting things on social media, if it's getting Instagram ads out there, if it's getting email blast campaigns, all of those things I can help you do, but I can't— you— I want to be realistic about like, it does require a level of organization, but it is not going to be solved by one just like platform that's all going to do it for us. Like, there is going to be a manual component to it, at least initially. Um, and I don't want to get us committed to something where half of the day is just you updating a CRM to validate, like, or just to like make it seem like we're organized when in reality that's not the most like useful way to spend your time. Um, so I, I hear what you're saying. I don't want to, I don't want to promise the world, but what I can help you do is get organized around if those are the 3 things that I laid out, if it's a video that needs to be shot, If it's a versatile brand outreach where we're just getting people— versatile's name out there, not necessarily trying to drive conversion, because I don't think— I think PPC come— or pay-per-click comes after a brand like image and outreach campaign along with the email and all that. And then the third is getting organized around these contracts, these customer exclusives. So Are those kind of the 3 things that you're talking about here?

Yes. And just as a point, I do have a 230 zoom that I just told them to push to 235.

Yeah. So here's what I would suggest.

Why don't you— Yeah, me and Mike did the budget for the shoot, which we're going to send over to you guys in an email of what— which I'm trying to make as cheap as possible with as few camera assistants as possible, using my cameras, using our lighting, and doing it all as much in-house as possible. And I gotta do some trade for the post. So that would be great. That one's easy. It's the CRM and the digital marketing point that I'm like still working on and I'm gonna keep working on. But even getting organized around it where it's like hiring someone freelance, like I said, like a WeWork type of situation of someone like, yeah, it is not the best use of my time to be taking a shitload of emails and plugging 'em into a CRM. Right. I could maybe have someone in India do it, like, and I'm happy to do that. But like, I just kind of wanted to start with the formulation of the ideology of it's been me and Donna and Bondo just kind of like fighting the beast of organization and operation. And I know that you guys saw that and are like, hey, this isn't working right. And I'm like, you're right. Like, I even, I'm very cognizant of my time right now each day where I'm like, how much sales am I actually doing? And I'm like, I'm trying to make sure I do at least like an hour a day, right? But I should be doing 4 or 5 hours a day. That would be even better if I could really like spend my time. But I, I have been bogged down by operations. And even that, that's a conversation I'm gonna have to have with everyone in Ronald today too, because I think there's a little bit of misunderstanding of what ops is. And, you know, that has nothing to do with this conversation, but, uh, I would like to have just, I think And maybe this has been the hard thing from the beginning of the get-go, was like, you guys were like, here's the warehouse, here's some vehicles. So we painted it and they're like, go. And from an organizational standpoint, I was like, shit, I need help with stuff because I feel like I'm busy all the time and I'm taking people out all the time and I'm doing everything I can. Luckily, I don't have a wife and kids and stuff because they See what I mean? But the, but yeah, I want this to succeed. I feel like, I feel like this, those sort of 3 verticals are part of it. Yeah.

The Avon rebrand, the digital marketing slash CRM, and then, well, the digital marketing is one aspect of it and the CRM is the other aspect. Yeah.

So which, which those, those both fell into the GoHighLevel. I don't think it's a silver bullet. I just meant like, that platform is $100 a month to use. That's dirt cheap versus Salesforce or something like that. Right. So even if we don't use GoHighLevel, like, figuring out a way to leverage all this stuff and just kind of having help from us as a company, being one company together, being like, hey, should we do these directives? And I know James is on board with it now too, a little bit where he's like, let's talk about it. And I guess I wanted to have this meeting with you first because I know you, you, you are actually much easier to communicate with James on some levels because of who James is. You know, he'll, he loves an idea, then he moves on to the next subject and then it's already done. Right. And I was just like, you know what? I think, I think me and you can at least have that, like, meeting. And then, you know, I even asked James multiple times. I'm like, can we have ops meetings, like, once a week with everyone? I'm talking Garrett. I'm talking to you. Like, we're 3 companies. How do we— we're not really communicating except for when we choose to. You know, we're not, we're not like, we don't have tasks that we're all working towards that we've decided together that we should work towards. And like, like marketing, like it's, it's just been sort of a non-factor. Right. Right.

We—

no one really thinks about it. So I'm like, okay, well, let's have a conversation about it. Right.

So anyway, I got to jump into this other Zoom, but let me put together— I'm going to put together an email, just kind of with my thoughts around how this can be organized and maybe some like ideas, and then we can pick it up on Monday. But let me— I'll put something together for you to review over the weekend.

I have some thoughts.

Okay, thank you. Thanks, Sean.

Okay, bye.