Review of AICP Agreement & Sales Pipeline Strategy

Number one, I would say it's actually really rental house friendly.

Oh, really? Because I thought, I thought originally, I mean, again, I haven't read this thing or not been part of any of the negotiating, but I just remember it. I thought it was the opposite, that it was more friendly to the production company.

I don't know, maybe this is a new one, but there's— I mean, like, one, here's the real quick thing. There's a ton of stuff missing. And so I want to have a conversation with him about, like, what are we doing here? Because, like, there's a bunch of stuff that needs to get put in. There's a bunch of stuff that I cannot imagine production companies just, like, wholesale saying yes to because it's the type of shit. So I just have a hard—

wasn't this— weren't they working on this with the production companies?

It's one of my questions. I just, I don't know. And so I guess before I go, before I spend a bunch of time on this thing, I want to understand, like, What are we doing here? Because it does not work for us as is. And I have a hard time understanding how it works for some production companies as is. I mean, like, I'll just give you one quick for example, like, It has us agreeing to— rental company has complied and will continue to comply with all federal applicable— sorry, with all applicable federal, state, and local rules, regulations, ordinances, licensing requirements, business codes, as well as applicable manufacturer specifications. Now, that seems like it makes sense on the surface until You like, there's two big things here. Number one, there is a universe of codes and small print attached to every single thing that we send out. And if we are out of compliance in any of them, they can make the argument that we are out of compliance on the whole thing. Were there a cause of action? Number two, and this is the bigger one, I feel like a lot of the things that we send out are used outside of even just like the manufacturer specifications. Mm-hmm. Production has a habit of appropriating stuff for their own means that the, like, that manufacturers never intended it to be used that way. Would you agree with that?

I don't even know. That's so not my— like, even when I'm the production company signing these things, like, I just send it to a lawyer and I'm like, what? Protect me. But ask your question. Ask it again.

Very simply put, there's stuff in here that even from your side, even from what you just said, if you take this agreement, you say send it to a lawyer, he's going to be like, hey, you can't agree to be in compliance of all business codes and manufacturers' suggested usage on all of this the 300 different items that you're taking, plus a truck.

Right. Gotcha. So I'm happy to— I was going to say, do I just send it to my lawyer and be like, if I was to sign this, what am I fucking signing away here?

I would say, like, as a production company, the bones are there. It's missing a lot of muscle. And because of that, Like, this is the reason why small print exists, is because if you have the bones but it's left ambiguous or open to interpretation, when push comes to shove, like, that's what the lawyers are going to lawyer with.

Right, right.

So I didn't want to spend a ton of time on it. I would say that's the— I would say that my objective here was just trying to understand from Sean, like, What is this thing? What's the process for it? Do we need to submit our inclusions and suggestions? And I will tell you, like, there's one— there's a piece of it that I underlined and bracketed and said, wow, because this agreement allows the rental company to— customer hereby grants rental company the right and permission to lawfully enter the customer's premises where the equipment is kept following any such default for the purpose of repossessing the equipment without liability of trespass or any liability for any damage that might occur as a result of such property. The federal government doesn't even have that, you know what I mean? So it's like, I love it. We would, we would love to have that in our agreement. But it's generally speaking, usually unconscionable.

Someone's probably going to strike it, right?

I want to strike because I'm like, what are we doing? No one's going to give us that. So what are we like? Again, the big question behind all this is just what are we doing here? Because if we're just farting around being like, hey guys, let's all come together and that's going to be a multi-year process and there's going to be stuff in it that If the ethos and the spirit is, let's have an agreement that has a little bit of unhappiness for everybody in it, then, okay, it's just going to depend on what that unhappiness is. Because all it takes is Radical Media saying, yes, we're going to use this, and Caviar being like, no, we're not going to use this, to, again, what are we doing here? Is this going to be a must-use for all production companies? They're members of the AICP? Is there some lengthy contract review and drafting period? I'm not trying to be pedantic. Like, I— he asked me to review and read it.

It's— I mean, is Smuggler ready to freaking sign this thing?

I would be shocked.

I know, right? Like, isn't— I feel like that was the whole—

let me give you an example of something.

Disagree.

Let's say that the head of production of Smuggler had one of a bunch of our equipment in their house one night, and Smuggler went into default on this agreement. This agreement allows me to kick the door down, like go into their house and take the equipment. Hi, Sean.

Hi, can I help you? Oh, great, I'll take it. What's it for?

Lovely Works.

Lovely Works, got it.

Thank you.

Oh yeah, right back there. Someone was returning equipment to the studio.

Do we know they were returning it?

Nope, they weren't supposed to.

It just—

it's called a happy happenstance miracle. Hollywood. But since we're here—

gotcha.

Cool.

I don't know, we were talking— do you want to just finish this while you're on it, Dreams? The AICP agreement.

What's the, what's the status of this agreement? Like, what's the process for it?

So we can use it as the overarching agreement for— the agreement doesn't really have vehicles in it. So what I would—

it kind of does, but go ahead.

Well, it's not nearly as fleshed out as what, let's say, the rental agreements are that we use for every day, is right? So if I send this to Smuggler and I say, here's the rental agreement for equipment, this is the the AICP PERG agreement. We'll use this as the master agreement, the MSA, for all rentals. He'll sign it, and then I'll send him a copy of the truck rental agreement and say, here's the truck rental agreement, like, this is what we have been using, this is what you have already approved in the past.

Are you serious?

Am I serious?

Are you— he will— this— a production company will sign this?

Yeah, we've literally been talking about it in the AIC meeting because they were like, everyone's sick of this subject, and people are like, we don't want to do this. Why, why, why do you say that?

Did you get the right one?

Because there's like unconscionable stuff in this thing. I already have a section bracketed and underlined where I like notated wow.

Like— Well, let's, why don't, why don't, instead of using this fail-safe, let's go through that, but—

Let me find some time, Sean, later this afternoon to do, and we can kind of dive deeper in it, but—

I mean, obviously important 'cause it's, if this is what's like holding us from getting smuggler to sign and get shit, like totally.

Totally. Which is the kind of the question behind all questions here, which is just like, what are we doing with this? So Sean, we'll connect separately. On this. But wow.

Okay. Do we want—

Yeah, let's pull up that tracker because I think that's the big piece.

Yeah, let me do that.

Oh, by the way, we did get Josh Hubbell signed today too, so we can call that one. He just said the agreement. I got to send it over to you guys.

Which, which company is Josh? Oh, Josh Hummel.

Yeah, that's now complete. Okay.

And you'll see like a freelancer.

Yeah, it's a freelancer. Correct.

So you'll put that in the, in that drive folder and send it to JD.

Yeah.

Right.

And you saw my WSM one, JD, right? Yes.

Will you share that drive folder with me? I've been saving them on the Dropbox too, but It's that one. Okay, cool.

Yeah, it's under your exclusive clients. Got it.

Never mind.

We're good. Cool. So updates from me from commercial production side. I reached out to the CFO and the HOP at Super Prime because I hit up Quinn from Wrap Up because I had a couple extra tickets to the Kings last night. And basically it was just same, same thing I did when, when we got Partisan to come to the Lakers. I said, hey, which one of your clients are big hockey fans? I got a couple extra tickets. He said, you know, Michael Carlson from the CFO at Super Prime, huge, huge Kings fan. So I looked up his email online, found his HOP, and I sent them both an email and said, hey, a couple of tickets to the Kings tomorrow night. This was Wednesday. You know, do you guys want to come? Heard from Quinn at Rapbook. You guys are big fans. Didn't end up hearing back from them until like yesterday afternoon. None of— neither of them could come, but both of them responded, hey, thanks for the offer. Like, would love that sometime. Just can't do it right now. We're swamped. But, you know, be in touch. So that's, you know, we've hooked it a little bit now. We've just got to reel it in. So next time I'm out here, next time there's a game, try to get them to that. From the commercial production side, for me, I don't— I haven't reached out to anyone else here. Partisan, I took one of their directors because I actually produce for him when he does photography to the game last night.

And Andy and Julie— Julie's the owner, Andy's the head of production. They have an agreement in hand that they're reviewing.

Right. Um, and then from a print production side of things, I reached out to Jen Jenkins, who owns Giant Artists, and it's my understanding that she also owns Seamless Productions, to try to do a similar deal that we did with Apostrophe. Um, they, you know, she knows Kelly well too, so I figured if she hits up Kelly, then she can explain it to her. But Um, they do anything we don't produce for them, they're producing in-house itself. So I know they do some stuff in LA. So I'll see—

Mike, can I ask a question back on Super Prime?

Yes.

Um, do, do neither of you have a relationship with that company today?

Don't. I looked up Matt on LinkedIn. And yeah, the only connection we had in common was Quinn.

So, um, the only thing I heard there is just that, like, the, like, the bottleneck in that next step as it relates to them is the next time you are out here. So my question is just, if neither of you have a relationship there, what's the difference between you and Sean, or like the two of you tag-teaming that, Sean taking them to a game sooner, or just kind of having that. My point there being is that like, we don't know the next time you're out here.

And I mean, I do, but I'll be here in 2 weeks or not even. But yeah, but I got it.

And great. And you get, I guess my point there is more just like, yeah, I guess like, I don't know if we're at a place where you can walk us through a pipeline and we have any fucking idea what you're talking about. It matters that it matters to you. And so I think for us, for me at least, it's getting an understanding of how we are approaching these opportunities. Like prior to 15 minutes ago, I would've said Mike focuses on print prod cos and agents, Sean focuses on commercial prod cos. But that's my like dumb, dumb simplistic response. Understanding of it. Do you get what I mean?

Yeah.

Understanding that, like, it's all gravy, baby, and it's all one bucket. But I think it's just trying to get a sense for how the— how we're approaching these opportunities and understanding from, like, almost an account ownership standpoint, like we talked about last time. Like, are we approaching it as, like, I know it's all the same and it's like everything's gravy, but it's like Mike has Super Prime, Sean has Caviar, but you both have Radical Media. Like you both were tagged to me that— do you get what I mean?

Like you want an assignment for each one?

No, I don't want that. I'm trying to understand how we— how the two of you guys are treating it internally. I'm asking the question, is that how you guys want to think about it? Because what I heard was this is not going to move forward until I'm out here next, which happens to be in 2 weeks. Does that make sense?

Yeah. I mean, also just to respond to it too, my style is not to— mine is just like, hey, yeah, I want to hang. I wanted to make it seem like, hey, I want to take care of you guys, bring you to Kings game, hang out. Like, I've made that— and not that I care to— like, I mean, Sean can close them too. He could take them to a game, you know what I mean? But also, like, if, if Michael's a huge hockey fan— I'm a much bigger hockey fan, and Sean will attest— than he is. So, like, can we— can I connect with him in a way and, like, close that better than Sean? I don't know.

But, you know, no, even that Even that, Mike, is super helpful because back to my frame of reference, it's like Sean and Pat from Caviar went and cleaned up the beach. You connect with hockey people. These people are hockey people. You connect with hockey people. You're going to be better positioned to bridge that gap. That's all that was. In addition to just understanding cadence, I guess.

Yeah, but I'm with you. I mean, me and Sean will bounce that shit off. All the time. I mean, even today, this like studio tour, it just made sense that we both just met here because of this meeting. And I had a meeting down the street, but, you know, he was like, hey, do you want to go meet this client? They want to look at the studio. Or like, hey, you know, Sean sent a film director to the box last night because I was like, hey, I got a couple tickets, who should we send them to? Right? Like, so we're definitely, I think, tag teaming it, you know, how do we like reflect that in this sheet, like, I don't know.

I don't even know if that's necessary. It was more just my point in this whole little diatribe is just saying, like, I don't want to waste y'all's time, you explaining us who someone is, what that company is, when we don't understand the basics of kind of how you guys have self-organized so that we can figure out how to fit in to support you. Does that make sense?

Sure. So what do you think? What's the— what do you think?

So like, here's, here's like a basic thing in terms of like pipeline design. Like, a question that I would have is like, what is the biggest account that we're tracking right now? Like, I, I see Pretty Bird there, and I don't know what I don't know, but I feel like Pretty Bird's a big one.

Is that I think all of them on this page, and correct me if I'm wrong, Sean, have in the past been big ones. I think the, the information gathering needs to be who's shooting in LA right now, you know, because if, if ours say, but they're not busy in LA, like, that doesn't really help us. Doesn't mean we don't want to make that connection, but yeah, I mean, from an information gathering standpoint, I think maybe we need to figure out a process for And I don't know if that's like just scanning the film permit, like, list.

That's an interesting idea, JD. I wonder if we can build a scraper for that.

What's the—

yeah, is there a URL?

Yeah, I wonder if we can build a scraper.

You know, we need, we need a union guy on our team because they know how to find out where you're shooting.

Like, we have one. What union is it?

No, you know what I mean? Like, the union guys are always like, oh, where's versatile shooting? They're probably doing video. I mean, I have them show up on a lot of our shoots and we're like, dude, we're not fucking shooting any video. Like, get out of here. Or like, we're shooting video, but good luck finding it, but it's in the union out here, you know? But anyway, yeah, I don't—

okay, so that's a good point.

Here was my— here's—

but I'm trying to go even more basic, which is like pipeline management 101 is like half of like if half are cold outreach or in some type of cold status that you're trying to move to warm, like 10% is elephant hunting where it's like your sales cycle might be longer, but it's worth it. It's that type of thing. And given that from the way I again don't know what I don't know, But when I look at it and I hear Javier, Hungryman, O Positive, and what's it called, Radical, all signed whatever deal with Galpin in the last like 2 months, that's 4 big elephants that are now a bigger elephant to bite, I guess, or eat. Getting some semblance of organization around like, okay, we're, we've got, we're chasing this. We're going to try and take down this elephant at the same time that we're working on these 5 or 6 medium accounts at the same time that we're moving these 20 from cold, which is what you just did with, I think you called it super prime, like cold to warm to there. That's what I mean by like just basic kind of pipeline construction and methodology where it's like that type of thing works because it's how sales teams organize pipelines to get results. So I'm throwing that out here in the middle to say, do y'all want to try something like that? Because this is our second meeting. And so I want to just be very conscientious of not having this become a twice-weekly meeting where you just run through a pipeline and we don't really know. I wanna try and be thoughtful and have a couple meetings about the meeting so that we can develop a rhythm. And exactly what just happened where you're like, would be cool if we could like pull permits. Like JD's probably halfway through like figuring out how to build a scraper bot to feed us who's pulling permits.

Yeah.

And then we can take that and potentially hook it up to Sean's email and just have that hit whatever contact you all say and be like, hey, saw you guys have something coming up, let us know that. That takes zero effort. Like Sean doesn't actually have to send that email and we can build that type of thing. But that happens in the background while we're also running Pipeline Management 101.

Yeah. I mean, the other thing to scrape too, which is how I even have gotten a few of these is through Wrapbook, right? Hey, who do you have shooting in LA? I mean, I could— we also have, um, um, Roll Credits is another. They're doing payroll now too, so they'll know exactly who's shooting in LA because the payroll will be for LA employees, right? California employees.

So, so think about that as more like an intelligence gathering. That's like human intel sources. Whereas the permits are like open source.

Like, sure, but the human intel is almost— it's almost more valuable because 100% I get an email and a name.

It's about all of it, right?

Like, because if I write that email yesterday— I mean, two things there. If I write that email yesterday and I don't have Quinn's name to drop, they're probably not 100%. And if I don't have Kings tickets, they're probably definitely not. The fact that I gathered that info from Quinn, I mean, you know, I mean, I don't have to fucking preach it here, but, but I think the permits—

I'm saying it's great, and I'm saying all of it, and I'm saying like, you're running that human intel side, we can take from this the signal or open source intel side and work on that.

Same thing, that could feed into like a spreadsheet that I can then— me and Sean could go in and be like, okay, these are the guys that are pulling permits for the next couple weeks. I can even then say, hey, Quinn, jump on the phone real quick. Are you doing any payroll for these guys? You know what I mean? Like, if so, yeah.

So I'm gonna flag that as an action item for us to just try to figure out how we can potentially develop.

I'm having trouble finding what you were talking about, like a list, but if you can point me towards it, then—

oh, at— like, let me ask my team.

They have to post where they Yeah, no, definitely. So MLA will have that somewhere. Okay. What other than smuggler, which is like kind of a contract thing, is there? So I guess here's an action item. Think about how we want to use this pipeline tool. Before we go build, before we go look in the CRMs, before we go do all this other stuff. Like, we can build this other stuff around it, but like, what my point here is more just like, I— the reason I fucking hated that Monday morning meeting is because it falls into this like random cadence that I don't think is like super valuable. And I don't want this dynamic to be necessarily you updating us on everything that we did. I really want it to be more collaborative and like, and I think that one of the things that I can help add is a pipeline management 101 framework for y'all to take and work through yourself or appropriate and adapt it as you see fit. Because if you're running human source and we're building this other stuff, there's still just this like there's still just kind of this overarching kind of football field that we can get visibility to, to see like, okay, we're moving, we're at the 40% on what's it called? Pretty Bird. Yes, we have this Andrea person who's a freelancer, but she bounces around everywhere. How do we get to this other person, Suzanne, I think was her name, that we don't have the relationship with, but we can We can say, we're putting— this is our elephant. We're gonna hunt this elephant until we hit a wall and decide we're gonna find a different elephant because we don't— this is a not right now, which is to say they said no, we're at Galpin. And we're like, okay, let us know. And we figure out how we're gonna follow up on Caden's standpoint. Maybe it's a year later, but we're just focusing on one element while we're working on 5 or 10 other ones. Does that make sense?

Yeah. Like, is there a better tool to use to even— this spreadsheet to track pipeline? I mean, I know there's a million there, but that we already currently use, so we don't have to like adopt something new.

I would say that like we're better off starting— we're better off adding some columns or adding some other type of feature that, that you're— that is either that you, that you feel is missing than trying to move everything to some CRM because like, no, it's the crawl, walk, run. And I think that like the same thing I just said will also be true if we move to Pipedrive, which is like my favorite simplistic CRM. Like we'll still need to have a— we'll still need to have a theory behind pipeline management, which I don't think we have.

Yeah.

So can we agree to that? Like maybe what we can also do is—

well, I could just add those like sections too. Like the cold warm thing is perfect, right? Like we have targets, but which one of those are cold?

They're not all fucking active at once, right? You might have like Sean literally read an alphabet phone book to me one day of like all these companies. And it's like, it's— you can really only focus on so many at one time. And so maybe y'all's— maybe your action item out of this is spend some time just getting that spreadsheet or coming up with ideas for what you would want this thing to have and We'll put— I will put a recommended or suggested kind of pipeline management strategy to you guys that we can discuss on Monday's call.

Okay.

And, and then that will be for like, I'll try and get that to you guys before that so we can either use that call to kind of like finagle it and lock it or whatever, we can review it live. But I think, like, yeah, I guess my point is I fucking hate meetings where we just pull a spreadsheet up and just like, bam, bam, bam, bam. And I think you all do too. Who likes that?

Nobody.

Yeah. So in the meantime, keep doing what you're doing. I would say, like, there's no point trying to change anything on the fly. We have to still manage our variables. So this meeting right now is as much about managing our variables and moving us towards this disorganized state towards a more targeted tactical kind of team approach to this thing. So here's our action items as I see them. JD and I, well, let's be real. JD is gonna work on kind of tracking down and figuring out how do we build maybe this kind of permit bot Yeah, if you guys can point me to what you're—

I can't find anything, but maybe I'm just not good at searching.

I just asked my team and John's usually pretty good at fucking finding stuff like that.

So there seems to be like an email that gets sent every time a new permit is issued. So maybe I can like just have it scrape that email and every time a new permit gets issued, it just creates a database entry. Um, but if you guys have experience with it, yeah, let me know.

Yeah, I, I don't know where to tell you to point to that, but Yeah, John, let me see what John finds out. Yeah, and maybe even Quinn might know too, because I don't know if they're already kind of doing something similar to for their sales.

Hey Sean, have we ever emailed Suzanne Cargrave at Pretty Bird?

Uh, no. Uh, Suzanne, I know though, and we're friends, so we do have that connection. And Andrea Leonard is the head of production, not Andrea Tello, who is our pre- client that's renting with Pretty Bird currently. So I can call Suzanne and say, hey, I'd like to work with you guys. It probably is Andrea Leonard who's going to be able to facilitate the conversation, though.

I would say— I would interpret my question as more like, let's just say we wanted to use Pretty Bird as an illustrative elephant to hunt.

Sure.

As we kind of go, like, this thing has to work for y'all. This is not a book report where y'all are doing busy work to satisfy, like, some quota.

Yeah, I said we need to make the sale for it to matter.

So I wanna, I wanna try to give you things that have worked historically and figure out how we adapt and tailor it to an approach that works for y'all. So maybe by, maybe on Monday, the action item there is come up with an approach plan for how we move Pretty Bird from whatever status it's in right now to a decision point where they have to make a decision. And it's not— and that is, to be clear, that is not by Monday, get Pretty Bird to a thing. It's here's how we go from here to they have either we have pitched them and they, you know what I mean? I don't know, JD, do you have a better way to phrase that? I don't think I explained that well.

No, I mean, I, I, when I go, no, I don't think so. I mean, I think you're pretty clear. Yeah.

So I just sent you a link, JD, that might, so it's what you said, you get an email every time a permit is is submitted. That's what John just found.

Okay, let me take a look. I said because I just signed up for an account, but I couldn't figure out— like, it was for me to handle my own permits, but—

and you paid for a permit to shoot, basically?

Yeah.

I just want to be conscientious of time.

Yeah, I got to get out of here.

Is there anything else that you guys are for today, or are we kind of good just keeping this still moving the—

Yeah.

What the concept of what is this meeting forward? So that we, you know, we get some, we all get something out of it.

Yep.

Okay. So here are the action items as I understand them, and then JD will follow up with his meeting thought as well. John, you and I need to find some time to just talk through, like, Gestalt, the AICP agreement, and that.

Yeah.

Today's—

Mike, you're going to spend some time Mike, you and Sean are going to spend some time just like thinking about what information you would want that would be helpful for you in this kind of like sales tracker. JD is going to run down kind of figuring out is building a permit bot possible. We're going to send you, you know, a very basic like blurb around pipeline management strategy so that we can discuss that on the next call. And Sean, you're going— Sean, you and Mike are going to kind of come up with like a, you know, A to B proposed plan of attack for Pretty Bird.

That's right.

To go through that.

We go through that today.

Okay. The other thing on the next one, there's some open items from the last one, like the Avon doesn't suck commercial. Just kidding. We don't have time. I don't have time to go through that right now, but I think like—

Yeah, me and Sean met about it this morning. So putting just like a shot list and full budget together.

Okay.

So I think something that we should figure out is how we handle those types of follow-up items like that and the website and those types of things where it's like, so that we're not trying to, so that as this meeting, as we hone in on what this meeting is for, the things that come out of it don't just become like, this is the meeting where we talk about that one thing and we got 37 minutes to do it. So maybe that's still calendaring more time throughout the week. This is my number— like internally, this is probably my number one focus. So it gets as much time as it needs. And like, I want to move this ball forward as quickly as possible. So whatever we can do there, and I'm open to any and all kind of suggestions. Or just time. I will move things around. We will move things around to keep these balls moving forward because we're generating a lot of them now. Like, this is our second meeting and there's probably 3 follow-up things from the last one. And there's some stuff that we're going to, you know what I mean? Yeah.

JD, do you have any time today that's free that we could meet for 30 minutes, you and I?

What regarding?

Regarding this process, I want to show you some stuff, the CRM process, sales process that I could use help with that I think you might be able to help me with.

Yeah, happy to.

And I think, I think it might be if we do this right, then, and I can present this all to each of you in what I'm thinking. But I figured if I start with JD first because you've got the tactile software mind and the money mind, like that we could, you can distill it. Yeah. And then we can present it to Mike and James up on it.

I'm gonna eat lunch after this, but I'm free from 1 onwards, so.

Okay, I'll send you an invite for this afternoon, probably like 2 or 3.

I'm just looking at my calendar.

Yeah, like 2.

Perfect, yeah, let's do it at 2.

And Sean, my nanny gets here in 25 minutes. 20 to 25 minutes. So you want to call me? Is that okay? I just call you then and we can talk through the agreement piece.

Yeah.

Oh, I'm going to drive to the office and grab some lunch, but call me whenever.

Awesome.

Thanks, Mike. Did you say you're going to send something over or— because I didn't get it.

I put it in the chat.

Oh, it's in the chat. I'm sorry. I thought I was looking for an email.

Just a link.

How do you—

there's the chat.

Ah, okay.

Well, it's all the way over on the—

yep, I got it. Oh, okay. This was what I was on, so I should sign up for these and see what we can get.

Yeah. I mean, that's all John found for now. I can have him keep digging, but no, this is registering.

What are the 3 locations we would want? Downtown LA, I assume. Uh, Silver Lake and Mid-City. It says I can sign up for 3. I guess I could use 2 emails to sign up for all 6, but yeah, I would say all of them. Yeah.

And I mean, that's Film LA, and then there's like— I know we've pulled permits for areas outside. I don't know, I can, I can also just like talk to one of my location guys. So let me see what this—

yeah, let me see what this can do. Um, yeah, I'll make a note.

Do that first, and then if it's working for us, then we'll just cast a wider net, you know?

Yeah.

Okay.

Um, Sean, I'll plan— you want me to send you a calendar for 2 o'clock?

Uh, you know, I'll send you one because I'm gonna— I'm gonna send a Zoom one just because, um, I'm gonna need to share my screen, and I always have issues sharing my screen on Google Meets for some reason.

Got it.

Okay.

All right, I'll talk to you then.

Okay, see you guys.