Versatile Ops Review: CSR Hire, Mondo's Role, Dashboard, & Billing

really done it that intense in a while, but I slept like a bit. My Whoop said I was awake for like 8 minutes Monday night, which is like a record for me. Like, I was just out.

But the most efficient sleep you've ever had?

That was the— it was the most efficient sleep I've ever had on my Whoop, at least. Glad someone— I think the first thing I wanted to chat about was the, the CSR higher and just, I think we just get that up. The job description, I think, is fine. I'm curious if, like, what level of applicants we get at $25 an hour. I think, is that what's in there, $25 or $26 an hour?

What we're thinking is $25. So I did it comparable to other similar positions. QOD actually has a couple positions available right now. And this is, I think, I think Coyote's was, I think, starting at $22. It just also says varying depending on the qualifications. I think it's a good place to start. We generally have received a decent amount of applicants even at $21 an hour, believe it or not. Not, maybe not quality, but $25 I think is at the very least a good starting point.

Okay.

Did you want to be revisions? Anything taken out?

Let me look at it one more time. I think I did have a comment, and it's getting— yeah, is it getting posted as an Avon position or a Versatile Studios position? That was one of my questions.

We could do Versatile, so it's still the— they'd be employed by Avon, but it could be branded as Versatile.

Yeah, I think— I mean, if they're going to be mainly just focused on Versatile, I think it should be posted as Versatile.

For sure.

And then they will— obviously it's production supplies and trucks that they'll be overseeing, right? I think it's just with us kind of one and the same, right? Donna's fielding truck orders, she's working inside. I mean, for now Cars Plus, but I think that's all gonna just all move to Rental Works, but I think they should— they will end up being proficient in both, whether they are already or not. Um, yeah, I'll take one more pass in case there's— I think there was like a couple little, little things, but it's not—

who is this person reporting to, Michelle, or you, Mike?

Well, so that's why I asked Donna, like, who— or I was even asking you, like, who does Donna report to? Or I asked— then I asked Ronald too, and she reports to Michelle. So then who, who does this put? Like, I don't want there to be, you know, if they're Donna and this person are the same people, why should they be referring, like, reporting to different people? Or does Donna then report to me? I don't know.

So, Donna, you're trying to move into more of the billing role and less on the production supply. So this person ideally will have predominantly production supply job duties. I don't think Michelle is the best fit since she's just not familiar with it. Obviously there'll be some overlap and they'll work together, but Michelle is likely not the best fit to oversee this person.

Okay. So that's the idea, Donna would move more in a billing capacity?

That's what we've been trying to have her move into for, since, I don't know the date. It's been a couple of months.

Okay, 'cause she's really good with the clients.

She's great with the customers. But she also is working— she has like the expectation of, I think, like 9 to 5. Then she's also working after hours, weekends, before 9 AM, and she's unable to complete billing tasks because she has other job duties responding to customers at odd hours. Some of that.

So should we hire a billing person? No, no.

Agreed.

No. And what— just curious why.

Because that piece of the business is, believe it or not, significantly harder to hire for. Donna's experience was largely in the billing space in the first place. I get that she's good with the customers, but so are other people. And like, I think I can't speak to the day-to-day performance of Donna. Maybe Katie is closer to it and can, but I don't think that like shifting her back out of the direction where we have been, when there is, as we all know, billing problems in the business, um, is the answer.

Okay.

I think potentially, and Katie, what it sounds like is that Michelle can maybe get more comfortable on the versatile billing practices if Michelle— if, sorry, if Donna was just basically exclusively focusing on the versatile billing practices under Michelle's purview, so that in the event Donna does not work out at any point in the long run, there's continuity of processes and knowledge there. Is that fair?

100% accurate, yes.

Okay.

And so if we bifurcate the billing and the CSR responsibility here that is currently embedded in Donna, the billing stays with Donna and goes under— firmly under Michelle. Maybe there's some backup, like, opportunities there. Maybe there's some training, like cross-training opportunities there where she's helping bring this person up to speed. But the CSR responsibilities as you all currently have it mapped in that job description, that gets centralized into this new person, whether it's someone internal or someone external, it doesn't matter. But like, that's really where this role— so in effect, this person becomes who Sean, when he comes back, and Mike, as he gets opportunities and just anything coming at the door, that all gets centralized and leans on this person with Donna as backup. Yes, that's what we're establishing here.

Yes, and then ideally we'll have additional employees able to take on those customer inquiries that are after hours, or let's say before 7 AM. Is this additional hire would be most likely, I don't know, Monday through Friday, whatever the standard, whatever hours, Mike, that you want them to be working?

Okay, so to that end then, Mike, in this world where everyone that is full, like full bore versatile is just like reporting up to you, maybe through Mondo, maybe not, who knows, forget about an org chart, but as we've just kind of emphasized that like anything versatile Mike owns, This person reports to you, not Sean. This person supports Sean and supports Mondo and supports just kind of like the operation in general, but they are not like, I don't know, how does it, this is like, there's a question mark, I guess, on that. It's just like, until we are able to kind of like firm up roles and responsibilities internal, internally, like we talked about last night, this person should more or less be reporting or responsible to you. Does that make sense?

Yeah, just trying to think when they come in there, the training, some of the training is gonna come from Donna, right? 'Cause she knows, I mean, she knows rental works more than I do. I don't know rental.

I would imagine that most of the training comes from Katie, Donna, and whoever else we designate, Michelle. But we want— Katie, we would want to use this opportunity to basically train someone net new on how Rental Works says to use the system, not how Donna knows.

Donna's a great resource, but we're trying to train Donna on the proper way to use Rental Works, which she's doing it with a fabulous attitude.

Hey, can we get an in-person warehouse production supply training session scheduled?

With—

for who?

For everybody. I mean, I was, I was even just kind of going through it with Mondo yesterday and a few things, and there's a few things I'll bring up because I would just want to talk about like this dashboard that I've been kind of talking to James about that Hopefully JD can master something for me or show me how to do it. Um, did I just break up? Yeah. Oh, all right, sorry, you guys are frozen. I didn't know if that was— we're listening.

I heard dashboard, I'm excited.

Yeah, and you perked up. I'm glad because I got one for you, man. Okay, it's gonna be beautiful. Um, yeah, just, we were going through RentalWorks and there was a couple things even he was just— forget what it was yesterday. It was like showing— it had something to do with these POs we create for stuff that weren't in RentalWorks, which I said, all right, well, this should go away once this inventory is updated, which is the big— the number one priority this week and next week is to get it all, everything in there, anything that needs to be barcoded, barcoded. Inventory updated. There's like a firm deadline of next Friday, and we're talking about it every day. Once that happens, it should get rid of this like PO situation that comes up. But it was still— there's still some things in there that make it hard to really know, especially for when people are picking up, dropping off, that kind of stuff, that it could just be we don't know rental works. And when I say we It's Mondo and Donna because I don't know it at all. And there's a different way of looking at it or viewing it in this like quick activity calendar. Or maybe we just need to like make our own view similar to like this dashboard that you guys have created across all 3 companies. So, but back to the question, yes, I would love a training. I would love it to be a day I'm there, which as of right now is next Tuesday through Thursday. Um, and then I don't— like, we have to look at when I can come back after that because I had some time. I won't be offline now for a lot of those times I'd sent through, but I can't physically be in LA until like closer to the end of April when Sean is due back. That's why I put everything in that calendar yesterday too, Jameson, sent you those invites so it was clear to everyone when they're return date and soft return week so they can just get caught up and— is okay.

So, Mike, I think— I guess, Katie, the question is, let's see when Melissa has availability or someone.

No, I know.

Cool. Um, and then, Mike, when that training happens, it's going to be kind of contingent on the company's designated person's availability, but we'll We'll try to make that work as best we can.

I mean, listen, at the end of the day, Donna's gonna be remote if I have to be remote. That's fine too. Unless we can get Donna to come down, which I could always ask.

Again, here I almost think, I mean, Donna can be remote, but like Donna, Donna, when it comes to training this person on rental works, we want Donna training on the context like the color, not the like core, right? Like, I don't want this person to do a 9-step process to download a PDF the way it works.

So really, it's about the, like, the overall, whatever you want to call them, procedures that need to happen, but not the actual execution, because she needs to work on her execution as well.

Okay, so where— what do we have? We have Mike, you're going to be doing a final pass through the CSR job posting. Katie's reaching out to Reno Works to see if there's a date available in your windows that— to come on site. Donna is going to be shifting more harder into just like the billing-only piece of this. Um, Katie, with that, can we tighten the expectation around billing when it comes to Versatile? Given that we have this enduring kind of lingering delay on billing, which there's question marks. Mike, last night you were talking about stage billing or something. There's still kind of this delay. So I think there's a conversation around like if we're shortening the operating window or if we're like closing the operating window, then the expect— the band of like performance has to increase at the same time. We are also asking her to, in effect, Mike, if I'm understanding, be a second set of eyes and a, like, second source of institutional knowledge of, like, how to respond to a customer and/or what does a customer need, à la the example last night. If they ask for 10 tents but no sandbags, ask them if they need sandbags as well. It's that kind of thing, correct?

Yeah. And this person— and I think it's in here— like, this person's physically going to be a Kalanga, right?

Like, that's a physical person. Yes. Yeah.

Because then, then there's like, you know, they're going to learn a lot of that from Mondo, right? Like, he's, he's really good. I mean, he's got to get better at like, hey man, put all this stuff that you're so good at, like walking Alberto around and showing him the things and all this knowledge you have in here in an actual, like, document so that somebody can refer to when you're not standing there around. Yes. But I think them time with him will be valuable for them to learn, obviously, the ins and outs of production supplies.

So, okay, maybe it's a good opportunity to talk about the dashboard and Mondo because I think those two are linked maybe, and we can talk about some other odds and ends afterwards. But You know, 118.

Can we go back over the billing expectations? I definitely want to find out more about that. We could circle back after.

Yeah, I think Mike has the— Mike and JD will have the most, like, whatever, tactical input there.

But that's just all billing expectations for this new hire or Donna.

Last night you said that they are slow to bill stage stuff for some curious reason. And there's just this always lingering question of like, what the fuck's actually happening at Versatile? Because we see a number and then they'll be like, oh, I forgot to put in $40,000 of like—

well, the curious situation is, is Sean. Like, that's— yeah, he, he holds a lot, especially with the stage. He holds a lot of that information. So Donna literally can't do anything until Sean sends, hey, this is what the, the lighting orders were, because those come from Luke or whatever, and then we have to add that to the billing. And so she was just holding— he was holding a lot of this information that just didn't allow her to do it. So I was slacking with her yesterday, like, do you have everything we can do so we can just get caught up on all the stage billing? And that's what she's working on right now. I see— I'm seeing invoices go out.

So I'm seeing the dashboard go up today too. Yeah.

I mean, I don't, I don't know if it's going to add 40, but I think there was a lot of lighting and some stage stuff, at least for March, that had not been built yet. So, um, and March was busy. I mean, I think we'll probably do 20 days on the stage, maybe even more this month. So, um, okay, so Yeah, I mean, we already talked about what kind of the warehouse ops priorities right now are, is just getting the inventory. Like, that was— I was telling James, I kind of went through with Ronald, Mondo, Donna, what the 3 things we all feel like need to be worked on and aligned. Everyone was aligned on the inventory thing, which I know has been on this list James shared. I know it was on that list, but I don't think I ever like went deep into it on all the stuff that kind of Dan and everyone identified that weekend in December or whatever. I know this shit that's just been on there for a while, but, um, and that's one of them. But we're gonna work on getting that done in the next— in this week and next, at least that one piece, and then move on from there.

Um, so Mike, the dashboard mondo, and if I can prompt Eric J. Eric Jacinto kind of conversation that we were talking about last night.

Yes. Do you want to go Eric Jacinto first or Dashboard?

It's whatever you— it's whatever is most helpful for you. Like, we're here for you.

I mean, let's have the Eric Jacinto thing because I like Eric. I think he's great. I don't know if you've caught everybody up on what I told you last night. No, no. So I love Eric. I know I see Eric and Mondo working together well. It was, you know, per Richard's email last week of, you know, who are we in charge of, who reports to who. It was, you know, everybody at Coinga reports to Versatile— myself, Mondo, um, except for Eric. And then I asked why, and then it was told to me that Ronald would explain. So that was— I met with Ronald yesterday, and his explanation— I said, well, what, you know, why is— why is only Eric if we're technically. Well, Corey reports to Michelle. I knew that that wasn't really a thing. I love Corey, by the way. Guy is like— he's so— like, everybody loves Corey when they come. But I think we all know that, um, that— yeah. So I asked him, I'm like, why not Eric? Like, why would— why is— why are we not scheduling Eric? Why isn't Eric reporting to kind of us? Or just you know, even though he's working with us. And it was told to me that Eric didn't— Eric put in writing that he didn't want to report to Mondo, is what Ronald told me. And I said, oh, that's interesting, that's the first I'm hearing of it. I think I even asked Ronald, can you forward me that just so that I have context? But he did not. Um, I mean, I could follow up with them, or you guys could, but I don't know if this is like a legit HR thing or whatever, but And I said, oh, that's interesting, why? And he just said, you know, Eric, he just doesn't think he's the right leader for him or something like that. And I was like, okay. And but, but also then said like, hey, he's my— he's his— Ronald's main point of contact for Avon Ops at Coinga, which I completely get. Um, so is this true?

Um, I have not seen the email, but, um It has been mentioned to me as well that he would prefer not to report to Mondo. I think it's more from an organizational standpoint and somewhat leadership, but just, um, they're kind of one of the same.

Um, okay, because for us, and I, I told this with James last night, like, I'm not, I'm not sitting here 100% sold on Mondo yet, right? I'm a lot more Team Mondo again after, you know, Friday and when I talked to him and he had a week off and he's kind of like back, he's, you know, not soft quitting and all the shit he was saying to Ronald. I think because now the situation has changed, but I'm still not 100% sold on it. And not, not really because of his attitude, but just like, can he actually do these things that I need him to do? And like, you know, I think he's a, he's a good leader in the sense that the guys like him and they, they'll do whatever he tells them to do, but can he actually hold them accountable when they're not being accountable, you know, when they're not doing the things they need to do? And can he put systems in place to be actually like grow in the, the role? Because it's hard for him to sit there. I mean, he tells me, he's like, it's hard for me to sit here if a truck comes in and the guys are sitting there and I'm just sitting at a computer. I'm like, dude, you gotta, you know, you gotta get over it. Because if you're not getting the shit done that needs to get done on the computer, then I'm gonna get pissed at you because shit's not getting done. And then I'm— we're getting, you know, stuff— people are coming down on us about it. So I'm not 100% convinced on it yet. I'm, I'm getting more and more as the days go on, and we're having conversations, and he's kind of, you know, following some of these new things I'm putting in place. I'm also trying to take— well, um, so my idea was like, well, if we make Eric kind of his number 2— Eric's great. I heard he did a great job covering for Mondo last week. I told him I appreciated that. I had a little conversation with him. He seemed very positive about where things were headed right now in the fact of like this kind of new— not Ronald not being there every day and being kind of overseeing the ops. But again, I didn't, I didn't specifically say like, are you happier reporting to Mondo now, or would you be happier? I didn't ask him that, um, but My idea there was if he's kind of Mondo's number 2 and learns all that, if we don't— Mondo doesn't end up working out, we have a succession plan, you know. So that was my thinking. I like Eric. I think he's a great guy. I think just last week too shows that he still has a lot to learn in there from the, like, warehouse ops stuff. But I think he could learn it quickly. He's a smart kid, and I think he's got the work ethic. So Um, so that was it. It's like, I don't know if we need him to report to Mondo in order for that to be it, but I guess in order for him to be kind of Mondo's number 2 in there, Mondo needs to like delegate to him.

And it doesn't seem like Eric's gonna say no either, but so Eric will generally go where sent and do the hard thing.

Right.

I think understanding if it was actually requested in writing and why, but at the end of the day, like, the business needs a succession plan. And but like, my question, Mike, on this, as I thought about it last night, is are we actually solving for— like, Eric is not going to be able to step in and own or establish the same type of relationship Mondo has with the customers, which we feel is his actual strategic value, right?

Yeah. When I say succession plan, I'm not saying, hey, if this ain't working for Mondo in a month, we kick them. But if it's not working in a month, we at least know, all right, We have to start the succession plan and get Eric in with the clients or whatever, get people to trust them, and then when the time is right, we can make a move. But I don't know. I think— yeah, good.

I guess my question is like, what is— if you were to weight Mondo's value to the organization out of a scale of 100, you have 100 block, how much of it is customer related versus how much of it is actually like operationally related?

I think based off of what you've seen, it's a great question. I think customer— I mean, I used to think it was mostly— I don't know. I mean, I guess I was always kind of 50/50, and I don't know if that's changed for me because I think like we talked about last night too, like when he needs to get the shit, the shit gets done. Right? Like, I think my— the biggest thing is from a manager, that's not how this thing grows. No, I know. Yeah, yeah. But to finish the answer is like, I think it's a three-part, right? It's, can he— does he get all the shit done and make sure that the orders go out right, which then also like leads to happy customers and they know they can count on them, right? So maybe that's like grouped into one. And I think that's his huge value. Maybe that's 80% of it. As far as a leader goes, everybody loves working for him, if you will, but is he actually the best leader for them? I'm not convinced yet. How much?

Okay.

I don't know. Does that answer it?

Not really.

So StockRank, the things that he does. Let's try it a different way. Makes customers love him because he's glad-handing them and he's like their emotional support animal whenever they've got having a bad day on set. So that's one. That's one band. He's the guy at Cheers, the guy behind the bar at Cheers. That's one thing. There's— he's—

Which is huge in this business. I get it. You see it with Garrett too, right?

I'm putting this to you in a way that helps us understand where his value actually is. So there's that. And then there's the— he gets things done. He gets things done, not proactively. He reacts to the situation that may or may not have been avoidable. And some stuff sometimes slips through the cracks, but in general, he gets things done. And that a happy customer can make also. And then there's the, he manages the admin piece of this, which is up to and including managing people and managing morale, keeping overtime costs down, keeping all of just like that backend stuff. What is he the best at and which is the most valuable to us?

Oh, he's the best at the first one you mentioned. And I feel like from a customer standpoint, that's the most valuable for us, right?

Yeah.

Because again, I mean, does the customer care that we're a shit show in the background and losing money? No. As long as they get what they want. We obviously care about that, right? Like, so in what we— what I mentioned last night too, and I still believe, is like No one's given him the proper tools at Versatile yet. I don't know if he had the proper tools at Coyote, but he had whatever tools to allow him to succeed there for the period of time he did, you know, and maybe success there, the way they measured success there is not how we want to measure success.

But okay, so I don't want to get stuck in that framework because there's just two apples and nuclear submarines, like they're just completely unrelated. Kind of things there. I think one thing that I would propose is that when we think about succession, we don't think about it as a, like, post-mondo, outside-of-Versatile world, but rather a focusing in on what it— like, if this is all about being realistic about where everyone sits, it's we're trying him out, we're seeing if he can do the things, and how much active management it requires of you to make that happen. That's what we're doing right now. If he's able to do what we need him to do, but it requires almost like 24/7 active management, I would say that doesn't really work from that like second and third band kind of responsibility thing. But you and I both agree that first band, very important. So I would propose as a succession path that you make him some type of customer success mascot thing. Where maybe we adjust his comp, maybe we tie his comp to the performance of the fucking, like, revenue piece of it, which I thought his comp might have already been. But in any event, that is where it was before he came. He is in effect a Walmart greeter that will work, that will jump in on email. I don't mean that in a demeaning way.

I know, I know, I get it, but I know what you're saying.

Yeah, like, what I mean there is that we're still able to capture what we agree is the highest and best value that it seems like he's capable of producing while still allowing for a Swiss watch to be built in the background, right? And it is being realistic with us as an organization. It's being realistic with him that he is not what he thinks. Because when I hear people love working for him, but I see what has transpired over the last 9 months, what I hear is people love working for him because he doesn't hold them accountable to shit and they can watch baseball in the fucking, like, afternoon. So that's what I hear when I hear this. And I don't think that— I just want to be honest. I don't think that changes in the next month without horrific micromanagement from you, which is not a good use of your time or any of us. But I also don't want to lose Mondo's connection to even what your childhood friend was talking about. Mondo's the glue. Let Mondo be the mascot. Like a Sean, we just have like a team mascot. Like we have mascot team over here that like attracts the customers like a bug light, but we have the stuff dialed on the backend and there has to be the not no overlap like that. Then we have to be very specific about what is inside the Venn diagram of those two. And I think that's what helps set us up for success. Kind of what we were wrestling with last night of just like, how do we make this? So how do we build this in a way so that there's like, minimal opportunity for like tinkering and interference with it when like it is when Sean is—

that, that's my worry, because if it— if then the, the oversight goes from me to Sean and there's still too much oversight, then, then we're going to get back in this loop, in this pattern of at least the, the interference.

I think there being a healthy conflict between operations and sales Like that, you're never going to solve for that. If you, if you don't have that, one of those teams is getting railroaded, right? Um, and so yeah, that's what I think on that. So I think the takeaway there is we're going to continue to monitor it, but like I was saying last night, a faster decision here. I felt like even if he makes your timeline next Friday, the request to you is to make like a hard decision and commit. If we're committing to Mondo, then we're committing to Mondo and you won't— like, I'm not going to fight you next Friday if you make that decision. We're going to—

but like, If we don't, if we don't commit to Mondo though, then what's the alternative?

Then we probably commit to Eric and we bifurcate the customer success piece and the operations piece and we get really specific about what that overlap looks like because Eric doesn't have it, but Mondo does. And Mondo is probably better able to transfer that knowledge If we're like, you're going to be compensated based off of how effective this guy is at making this stuff happen. So he might be the one emailing and making sure the information is getting captured. But you get what I mean? It's like trying it a different way. This is how we— I would argue, and JD or Katie, feel free to jump in, but I would argue that the way that we can be successful here is we almost recreate the dynamic that exists between Ivan, Julie, and Ronald and co. is that they sometimes butt heads, but because Ronald wants to try to train the customer to do something they're never going to do, and/or Julie and Ivan want to like just nuke a policy or an SOP because it's valuable customer or whatever, but by and large, 80% of the time, it's just moving. And I think that we can build that here if we get clear on what we're at, what each group is responsible for. And then it's a— we're a lot better positioned to defend that middle ground if we spend a decent amount of time on that. Thoughts? To Katie or anyone.

No, I mean, so what, what is— I— Julie is— I know Julie's role, but is Ivan just very similar? Does he actually—

it was Julie, just trailer focused.

But he just— so he's not like— he doesn't tinker around in ops at all? Yeah, I don't know. I've never— I don't even know if I've met Ivan, honestly. But, um, Ivan delivers trailers sometimes.

That's the extent of his ops.

Okay. Yeah, I mean, I hear that, and I think that's— I think that's smart if, if we're able to put Eric in a position like that, or suddenly, but— right. Okay, good. I mean, yeah.

Dashboard.

Dashboard. I don't know what's possible, but I'll tell you what I love, JD. There's window. I don't know if you showed me, James, you showed me this one, right? Yeah, I built that. You built this? Who built this? JD built this.

It's all James.

So where does this get built?

No, I, I, no, I built it. Uh, yeah.

How does this— is this in RentalWorks or is this like something that sits on top of RentalWorks?

So this is pulling, um, data out of the RentalWorks API, um, but it's also combining the other methods we have for getting reservation data from HDR and Avon, but for Verstyle specifically, it's the RentalWorks API. So anything that is in RentalWorks, theoretically, I should be able to pull out, but I won't promise that because some of their API is limited.

Gotcha. Is, and then can this pull out of like a Google Sheet too? Like for like schedules and shit like that?

Yes.

Oh, okay.

Yes, it can.

Well, So my dream is like, is there a way to make it— I don't want to make a million Google Sheets. I'm actually just going to make one that has like scheduling in it as well as like a list of our priorities and kind of these running open items that need to get worked on or whatever, so we can kind of check them off as we go. Okay. And then, and then identify priorities for specific weeks or whatever. But what I want to— I just want to make it easy for not only Mondo but like everybody, Donna, all of us to be able to like pull something up and be like, what's coming up for the week? What's coming up just for today, right? Like you had— you guys have like these daily, weekly, monthly things so that it can help with scheduling and then just have like this view of like, all right, here's our schedule, here's what we have coming up for the week. Like, is that all— is it all aligning? Is it jiving, right? Because right now he was showing me some like this quick activity calendar. Oh no, it went away. And, and Donna was talking about this too, but like, they, they would love that if this was a replacement for what is our Google Calendar, which the Quick Activity Calendar. Yeah, the Quick Activity Calendar.

Well, isn't the Google Calendar different than the Quick Activity Calendar?

Yeah, 100%. So, and it's another touch point for Donna that's just kind of a pain in the ass. Right. But it is a place where like I go or Mondo goes. So he knows what orders are coming up that they need to pack or get ready for or pickups and stuff like that. He uses the Google Calendar for that because he says that sometimes this— and I don't know if this is inaccurate because we're not putting the orders in correctly or like putting some of the information in the orders correctly, but it's hard to identify those things and look at this like quick activity calendar. To, to like figure all that out. So, um, yeah, my, my question is, is it like what we want already included in RentalWorks, but, or do we use something like this to create some different type of dashboard that's pulling all the information we want so there's just one central place?

So you click on that, the dispatch button in the top right there.

Yeah.

So this has all of the activity across the two companies and doesn't include HDR right now because I don't have that information. But that, uh, if you click on the RentalWorks tab below the total going out, um, that will give you just what's— so according to what I'm pulling, there's one rental going out today and it's this one for Rec League. Um, the pick date as of what I'm seeing is March 20th and the start date is March 25th. So to me that means we need to prep that vehicle on March 20th for March 25th, like, rental date. I don't think that is put in accurately.

Um, are you saying this one? Oh, out 25, in 27.

No, sorry, above it. Um, the Rec League. Yeah, right there. So if you open that up You see how it says pick March 20th, start March 25th? That's the only thing I have going on.

They want to pack it when they— when we're going to pack it.

Well, I, I'm just, I'm trying to go off what you're saying of like, we want to see what a schedule looks like. To me, there's probably a schedule of, hey, this rental is going on the 25th. When do we— when you probably need to pack it by the 24th so that it's ready to go out, something along those lines. Um, But granted, this only comes from RentalWorks. It's not taking into account the Google Sheet. I'm not sure what that sheet looks like, but sounds like—

I don't want to pull from the Google Sheet too. I want to eliminate the— I'm sorry, the Google Sheet, the Google Calendar. I want to eliminate the Google Calendar because right now everything in RentalWorks, right? Right. Because Donna's putting into RentalWorks and then putting it into the Google Calendar. And then if something changes, she's got to update in two places. It's too much work.

Yeah, no, we don't want that.

Yeah, so, but it's nice to look at a calendar, right? Like, hey, this is our calendar for the month. Okay, now I just want to look at this week because that's all I'm focusing on. And hey, actually, let's just look at today, tomorrow. Like, this says what? Today, tomorrow. This changes.

Yeah, it's out for 3 days.

Yeah, this is beautiful, by the way. I would love to create something like this. And then I could tell you, like, you know, there's other things. I don't— we don't need the sales tracker in there. Um, what was the other thing I had? Right, like this. I'm going to cull through this thing and pull out what's still— I went through this actually with Ronald yesterday too and marked a few more things completed, but pull this out. Some of the stuff is not a priority. I'm, um Also, then we have what the, you know, I need to make, I need to pull this scheduling thing into our own Google Calendar or Google Sheet so that Mondo can work on scheduling. But what I'm probably going to do is just put this all in one Google Sheet, and that what would be nice is that if we could parse this out of the Google Sheet, yeah, and create a dashboard for everything.

I believe I can point it at a Google Sheet to get the information out of it. So it sounds like the data sources will be a master Google Sheet that has non-rental information, like, uh, needs, like high-impact needs, as well as scheduling, and then RentalWorks scheduling for all of the rentals, for vehicle rental, production supply rental, as well as stage rental. As long as that is being inputted correctly and in real time, it should flow through into a calendar view. So everyone in Versatile can see what is upcoming for, let's say, the next 7 days.

Yeah. And a month view if we can do. Okay.

And a monthly view.

Hey Katie, is any of that, is any of this what they just outlined possible inside of RentalWorks without having to take it out?

The quick activity calendar should show, I believe, almost everything we just went over.

I know what I thought.

Except for maybe who's scheduled when, but like, there is a schedule option, but, um, Melissa actually recommended we don't use it because she said it doesn't accurately— basically, that schedule option for the employees is not that effective in RentalWorks.

Okay, but Mike, in hearing kind of what it was that you were describing there, it— I kind of feel like almost all of it exists inside of RentalWorks, and there is a view that will show you all the different stages of the different orders real time.

It's what this big activity calendar right here.

Yeah, that's what this is.

But again, I mean, and so what it requires though is for them to use the system as it is designed.

But even like this, this is not as pretty as that.

You can change the view too.

Oh, you can change the view. Show me how do we change the view. Talk to me.

Thank you. There's ways to customize this view so you could see more.

But yeah, do you see how they're not putting times in for like everything is stacking up at 12 AM? Yeah, because they're not putting days in. I'm not getting that information pulled out, at least in my view, for the dispatch. And I think that's one of the main Yeah, I mean, I'm sure there's—

we just need to basically set the procedure for that, right? Like, hey, when you're putting it in, Donna, we need to know pickup time. Put that in there. If it changes, we have to update it. Like that, no question. I mean, Mondo even identified that, like, yeah, we don't— I don't think Donna's understanding what to put in there on, like, when we should pack this, right? But that should probably be something that he decides, and then you can change So, um, I mean, listen, I'm not opposed to this, but, but my thing is then how do we pull in Google Doc info for scheduling and then all that other stuff? And is it just easier to do something like this?

Honestly, it feels like the stuff that would live in the Google Doc that wouldn't live in there is just like who is scheduled when.

Well, who's scheduled when? I want to put in, you know, what did I put in it? Just like, you know, priorities for the week too, so that it's just like all on one page so that the thought processes— and then when we're all looking at it, we can look— we could even put this— this is how I used to do it at One Drop. We had this like master Google Sheet because my dog— command center, like, yeah, um, but you know, and then also like Nothing on here is revenue related or anything that I like the other warehouse employees couldn't see. So does this actually then sit on a screen somewhere in the warehouse so that they can just be like, oh, look, that's what's next, you know?

Totally.

Like, we— here's what I would recommend. The— if the RentalWorks stuff, like, leverage RentalWorks for as much as we fucking can. And keep that stuff in there. And then this other spreadsheet kind of dashboard that you want to build, like, make it so that they're having to— I get that what we want to do is just have it so there's only one place that they're having to look. But like, there's so much stuff that they're going to have to be doing. Like, this other one is like almost like a static screen where maybe—

Yeah. Oh, step. Yeah. Live, but it's static. Yeah, they can't— edit things in here. I don't want them to edit things in here. It's just a viewer.

Yeah. And just to piggyback on what James said, I agree using RentalWorks to the full extent is probably useful, but we also know there are some limitations when it comes to like scheduling. So building on top of like the core functionality of managing rentals in RentalWorks, As long as that is satisfied and everything is correct, we can still like, I think we can do better with things outside of it, but there's a lot, there's a long way to go before we've optimized how we use runbooks.

Oh, 100%. Yeah. I think, I think we got it. We have to fix—

if you're on autopilot, pick up a rag and go clean. Right.

Yeah. Well, you know what I mean?

Yeah.

Like, but like, I mean, that's actually a question. That's an example of like in this view that you wanna build, it's like priority.

Yeah. Like what's, what are the, yeah. What are the weekly priorities? Once all the orders are satisfied, oh, what's, what's top priority? Oh, I gotta go work on inventory. I gotta go work on the cleaning area, right? Like Alberto's always the cleaning guy, but if JoJo's got nothing to do, he's got no deliveries, oh, what's on the thing? Cleaning. Let me go help Alberto with that. Or actually, never mind, the priority is I gotta go look at the L&D closet, which are the L&D room, which is full right now, right? So there's like all these things where it's like You know, again, it, it is Mondo's responsibility to make sure they're working on all these things, but I'm also trying to avoid them always going to Mondo to look when there's just a place that they can look themselves, you know. So that's the dream. Let's look— I wouldn't start working on it yet. I will put together like a full, this is kind of everything I want, point to all the Google Sheets or tabs. Yeah, because I still got to like set a lot of that up, but that's, that's the hope. And then my next question is like, how— yeah, how does this visualize other than like me, Mondo, eventually Sean having this on our computers open all the time? Like, do we put a screen? I know the guys, a lot of the lock guys walk around with iPads. Like, what are on those iPads? Like, does everybody then have an I say again, Angry Birds. They're just playing Angry Birds. They're just playing Angry Birds. Candy Crush. So I have like an iPad in my living room. Yeah, it's got like a $10 a month Candy Crush bill.

We're trying to stamp it out. Like, it's a problem.

Yeah. Do those— are obviously company iPads. Like, what are there— like, does this live on an— I don't think this necessarily needs to live on an iPad.

I think this lives on a screen.

But what we had talked about the other day too, James, and I was like, oh, I'm going to make these opening and closing procedures. Like, does that— is there benefit in any of that living on the— on an iPad so that really somebody can pick it up and be like, all right, what do I got to do? I'm doing this, or I'm going to go— like, my next task is to go clean the tables or go do branding of the gear. I can pull up the branding guideline right here so I know exactly where I'm putting the logos on every piece of equipment. The amount of strokes I had yesterday going around looking at where stickers are on things, and there's these fucking sparkly stickers that Sean ordered, and I want to kill him for it because they're on everything and they look like shit. But, you know, I'm getting no document showing people where to put these things and, and what not to use, but if there was If I print that out and put it in a binder, that thing's gonna get lost. So I'm like, does this shit all live on like a few iPads that everybody can grab?

Just the idea of Sean ordering custom sparkly stickers and putting them on everything without you.

No, I thought I threw them all out. I saw them at one point, like, those are going in the trash. I threw them all out and somehow they ended up on all our new tables.

And I'm like, he's like, check these out.

Yeah, when I was there 2 weeks ago, I remembered that this random-ass box showed up at Valhalla. I don't know like a month or two ago, and it is just fucking full. It's like a 25-pound box just full of different versatile sticker shit.

What was that? Just a vendor sending like examples, or we ordered it?

There's a purchase order inside of it, and I just—

we did order stuff. I was like, are they—

I just never sent it down because I was like, these are not what we want.

Oh, why are they sparkly?

They're sparkly and they're different. Like, I have not seen a consistent sticker like across these different orders.

I know he ordered stickers, but I was— but I even looked at the order before it was placed to make sure they weren't like off-brand. I've sent him—

these are months ago.

So then maybe those were it.

But anyway, Okay, so the two things there that are different, there's the opening and closing procedure SOP living on an iPad. That makes sense versus like there being kind of this knowledge library database branding Bible type thing.

Well, and where all the SOPs live on an iPad, sure.

But it's like how they get to where they need to go is one thing. This is the bank calling. I'm going to jump off. Katie, this— I'm going to take this, but Yeah, okay.

Um, I mean, that was it. I don't— like, I— again, I don't know what, what is on like the iPads that are already there, if there's more company iPads, if that's even a good solution. It's not a priority right now, but just something.

Um, I believe— I'm almost positive we have a TV set up somewhere in the back at Coinga specifically to be able to cast whatever you want for anyone to see. If we don't, it will— we could get one up tomorrow. I think we have—

well, again, let's, let's get what we want to cast done and then we'll— we can put it up. Um, yeah, the TV's on like a rolling stand at Co-Eng.

No, I, I'm trying to remember.

I swear they could be in the boardroom or in the conference room, but it's on—

I thought they were going to put it in that hallway so that way anyone can see it. But, um, I could find out, and it'd be so easy for us to put one up if it's not set up.

Yeah, well, we can find— or we can just even like hang. I mean, it's probably better if it rolls around, but I'm gonna say we could hang it on a wall somewhere too, kind of where the whiteboards are.

It'd be like one universal place. That's, that's where they go to check what's going on today.

The whiteboards are where, um, they are Where do they— they're not in the hallway, but, um, would be on the check-in desk or the walking room. Yes, yes, the walking room. Okay, yeah, there's an area like right, right on the other side of the cage, like next to the check-in desk, that it could probably go there too. I think like a table there. That I can look at that next week, I think. Let me wrap my head around what should go in this thing. Get that over to you, JD.

Yeah.

And then when it's ready, then I don't want to put a TV there and be like, we're going to put something on. I want to put it there when there's something to show and be like, look, this is where we go for the all the information. Um, okay. I mean, there's a lot of other things, but these are the priorities, and I appreciate the help. Um, was there anything else I wanted to ask? No, um, unless you've done anything on the— eventually it'd be nice to do something with all this permit info that we were talking about, like a different view. And we talked about that last week.

Um, yeah, I mean, I put together a pivot table on the other tab, but I don't think that's necessarily useful either.

Um, Yeah, that's not, I mean, not that sales shouldn't be a priority right now, but that's not on my, right. It's not top of the list right now. So we can save that for another day. Yeah.

I mean, maybe there is a way where we just look at who our customers are in RentalWorks and see if there's like overlap and see, are we getting these jobs that they're filming or not, or they're getting permits for, or are we not? And then we can kind of.

Right, come up with a plan. That's a good idea too, just to see who's already in our system, right? Um, what was that, that thing that Sean forwarded me that Garrett has an account for? Does that include commercials or is that just film?

No, it's so— yeah, it's called ProdPro. It's only for like studio, um, productions. I haven't ever seen any commercials or reality shows or anything like that in there. So it's pretty limited in what information it provides. It does provide interesting information for the $399 shows. So you can get everything from the executive producers to, uh, uh, transportation coordinators and locations managers, line producers, all that information. So we did want to get tactical about who we're going towards. We have the right contacts. Um, but It's pretty scoped to bigger budget items.

Right. Okay. So I'm really not a source for us right now.

No, I don't think it works on the commercial side.

Okay.

Okay.

All right. I'll get back to you shortly, Katie, on the job description. And then JD, by the— I want to build all these things first. So by the end of the week, I'll send you something.

Yeah. Sounds great.

Cool.

Appreciate you guys.

Thanks, Mike.

Thank you.

Bye. Bye.

Ask Christy if you could move that call. We have that revenue projection section correct, and it was really hard to get everything right. So I want to make sure it follows that logic when it comes to allocating revenue and what should be pulled from Runaworks, etc. This heart is breaking.

I got a rash on my Ari.

17 shots. No.