
Episode Description
We talk a lot about workflow on Digital Shop Talk Radio, and on this week’s episode we are going to take a deep dive into how an effective, custom-tailored workflow setup can help maximize the potential of your shop’s output. Specifically, we are going to look at an area many have wondered about but aren’t really sure what to think: full-time estimators.
In this 30-minute episode, we have shop owner Dave Earp (Village Transmission, Edmonds, WA) on with host Tom Dorsey to talk about his full-time estimator and how he uses that role to maximize his shop’s potential. We will also discuss what to look for in an estimator and how to help optimize your shop’s workflow.
Episode Transcript
*This transcript was generated using Artificial Intelligence. Errors may occur. If you notice an error, please contact [email protected].
Tom Dorsey (00:03):
Good morning and good afternoon. Welcome to this week’s edition of The Digital Shop Talk Radio. My name’s Tom Dorsey. We’re on episode 34. Time is flying coming into the fall season, September 25th, and I’ve got a fantastic show for you today. We got David Earp joining us from Village Transmission up in Washington State, and we’re going to be talking workflow and specialization roles. So get a pad of paper and a sharp pencil and you’re going to want to take notes. Welcome, Dave. Fantastic. I think you were on when we were, we broadcasted from Digital Shop Conference was the last time I talked to you on air anyway, huh?
Dave Earp (00:41):
Yeah, good to see you again. Tom. How are you today?
Tom Dorsey (00:43):
Hey man. Fantastic. Living the dream, baby. How about you? How’s things in Washington state at Village Transmission?
Dave Earp (00:50):
Doing great. The weather’s starting to turn. We saw some car counts dipping a little bit recently. We immediately implemented an email blast, a back to school special and that thing popped. I mean, I swear to God we had five appointments within the first hour.
Tom Dorsey (01:13):
Is that right? Would you send it out? You did a text blast.
Dave Earp (01:17):
Yes.
Tom Dorsey (01:18):
Beautiful.
Dave Earp (01:19):
Yeah, it worked Awesome. So I love that part of the retention campaign that you can just immediately, you see a dipping car count, you can immediately do a blast and spur car counts in a heartbeat. It’s an amazing thing, the whole retention aspect of AutoVitals. I was telling some other people that that’s not necessarily my forte. I want to learn more about it. I still need to become better educated in that aspect of it. But as far as the workflow is concerned, I feel like I’ve got that pretty down pat.
Tom Dorsey (02:00):
Yeah, I know you do. And it’s funny because we did a show about, gosh, I don’t know how many episodes it was in the summer and we did it with John Long from Schertz and Christopher Peterson and Adam Bendzick, and we talked a lot about workflow and specialization of roles in that episode and I really want, if I can tie that in and because you’ve got the operational end of it, they were talking and John had already implemented in his shop and was having great results and really the discussion folks around on why I would do it and more, I don’t know, I guess I don’t want to say theoretical, but is it a right fit for my shop and what do I think is going to be my benefit? But you’ve actually got the experience with that. How long have you had a specialized role and I’m assuming the specialized role that you have up there is an estimator in the shop?
Dave Earp (02:53):
Yeah, that’s correct. Full-time estimator, and he’s been exclusively on that job for about seven, well seven years. So I had a full-time estimator before AutoVitals even, but AutoVitals really aided in that aspect of the job. What I had is I had a burned out service advisor and didn’t want to lose him because of all of the knowledge that he had with sourcing parts and building estimates and things like that, but he just didn’t want to work with people anymore and I had to sort of invent a position for him and when I did that, it alleviated a lot of the load off of my current advisors and enabled them to do what they do best, which is sell the jobs and take care of the customers.
Tom Dorsey (03:45):
Yeah, that’s fantastic. And when Adam was talking about it in that episode, what he said is it was a thing where, hey, I noticed this person really loves to talk with the customer and they’re very customer service oriented, hates doing paperwork. This other person, not so much at the counter, but loves doing the paperwork and the detail and building out those estimates. And so he said, Hey, no brainer, do what you love, you’ll do it better. But in this case you have a guy who probably has been spending a lot of time doing both, but like you said, you’ve got years of investment, he’s got years of experience. I mean the internal value of that is just so incredibly high and exactly why lose him when you can just specialize a role around him. So how did that affect your business once you were able to pull that off? I’m sure he was more motivated and engaged, but overall in the rest of the business sales increased, customer service increased.
Dave Earp (04:44):
Absolutely. Now we have somebody who actually has the time now that we’re making all of these beautiful inspections and beautiful recommendations, we have somebody who actually has the time to sit, edit the inspection first and foremost before it gets sent to the customer, which as well as I do, that’s a very important thing to build high average ARO and then actually take the time to estimate all of the recommendations is a very important thing as well. It was huge. It really alleviated my service advisors to provide better customer service. They’re not thinking, oh shoot, I’ve got to get that estimate done for Mrs. Jones right now. I can’t call Mr. Peterson right now because I’ve got to build this estimate from Mr. Jones and meanwhile they’ve got customers walking in on them and the phone’s ringing, all these things going on. What tends to happen is those estimates get put to the wayside and they never get done. And that one little thing, adding a full-time estimator I think has been one of the best things that I could have done for my business.
Tom Dorsey (05:59):
And so before he moved into that estimator role, were you struggling with that? I mean even when he was on the counter or customer facing, was he, when he gets busy cherry picking jobs,
Dave Earp (06:15):
That’s exactly what happens.
Tom Dorsey (06:17):
Yeah, because you said something that was really key. He estimates all the technician recommendations. All the technician recommendations, right. In a digital shop concept, what you have to realize I think is that you’re going to sell it. You might as well estimate it now, maybe you don’t sell it today, but just like we were chatting before we went live is we’re so driven by the phone. The phone tells us what to do, and if you put that information in front of a digital motorist, they’re going to do it. They’re going to respond because the phone told them to think about how they act with or Netflix or some different, your Map app or some different app that you use. You update it when it tells you and turn it on or respond to the notifications when it tells you to. And so if you can do that in your shop and they’re driving into the shop for the next visit, guess what? They’ve already looked at all the info, they know what your recommendations are, they’ve already approved it in their mind or they wouldn’t be driving in there. It just might not be today. And so now you’ve got the estimate built and you’re ready to present it when it’s time and based on what you can set as a maintenance plan, customized for that motorist needs. And it’s not if it’s when.
Dave Earp (07:34):
The other critical aspect of that is if we did our due diligence, we did a beautiful inspection, we did all the estimates, and sometimes the customer just flat out doesn’t have the money to do all of those recommendations. The service advisor needs to make sure that he puts any unsold recommendations into the recommendation field in your point of sale. That way AutoVitals will pick up on it and remind the customer of those recommendations that have already been estimated.
Tom Dorsey (08:06):
And if you got your settings, if you’re using your digital inspection assets in that reminder, then they’re seeing the pictures and the videos that the text took, the text notes. Again, I think that it’s like that old, how many touch points does it take to make the sale? And the more that you can set an expectation, reinforce that through the reminder with the picture and video again, when they’re driving into the shop for that follow-up appointment visit, they’re sold. Just don’t wreck it. Just don’t give ’em a reason to say no next time. And if you open up the options, here’s what we can do today, here’s what you can do in three months, here’s what you can do by end of year, something like that, financing options come right on top. So in other words, you’re not really trying to twist their arm and convince them, you’re just trying to help facilitate the plan to get the work done. A hundred percent of the work done from your technician’s recommendations.
Dave Earp (09:02):
Exactly.
Tom Dorsey (09:04):
Hey Dave, so what did you have to do from a workflow perspective when you got the estimator? So your estimator was on board, so you really built out your AutoVitals workflow, excuse me, with that specific role in mind, how is it different than say, the standard workflow that comes out of the can?
Dave Earp (09:26):
Well, I can show you, if you want me to screen share real quick, I can show you what my TVP looks like in the workflow view.
Tom Dorsey (09:35):
Yeah, that’d be awesome. Dustin will help you get that thing done. I think he just has to. There you go.
Dave Earp (09:42):
Okay, so we’ve got our today appointments. We’ve got these vehicles that are waiting for inspection. This one has been queued up as needs estimates. Once the estimator sees this, he’ll move it into creating estimates. That way we know as service advisors that he’s in the middle of creating an estimate. If the customer calls, you can say, Mrs. Jones, we’re in the middle of creating an estimate right now. You’re going to get a notification here as soon as he is done that the estimates are done. So what happens is after he does the estimate, he’s going to move it into waiting for approval. At that point in time, the customer gets a notification along with the inspection automatically, and then we watched the timer to see how long the customers looked at the inspection. Give it a few minutes, let it stew a little bit. If we don’t hear from the customer, we call them and then sell the recommendations.
Tom Dorsey (10:51):
That is awesome. You hear that, folks? That’s the Amazon rule. Don’t call them and push ’em, set ’em up, educate ’em, set the expectation that they’re supposed to call you back with questions. Wait on the call. It’s really hard, but I’ll tell you, here’s, here’s a tip for you to make it easier, take up fishing because they don’t make you patient to wait for that bite. But no, that’s fantastic, Dave. I appreciate you showing that to us and getting an idea on how it is. So then your estimator comes in and his job’s pretty simple. When it’s in this column, I deal with it. If it’s not, I really don’t have to focus on it too much. What have you noticed from an efficiency perspective and also maybe from I would say even an initial ARO or a sales, a close rate perspective, once that estimator got onto ARO and you guys kind of got it all turned into habits?
Dave Earp (11:49):
Well, so I’m not going to sit here and tell you everything is all rainbows and unicorns because there is a downside to it. Closing rate definitely goes up. Average ARO definitely goes up. The problem that can happen here though is sometimes, let’s say on a Monday you inspect a bunch of cars. Okay, well now we’ve inspected five, six cars and they’re all sitting in waiting for estimates. Well, that can be a bottleneck to where the estimator absolutely buried for a few hours on Monday afternoon trying to get these estimates done so the advisors can sell it. So what I’ve instructed my advisors to do, if you see something like that going on to where you’ve got five or six estimates waiting in queue, you’re perfectly capable of doing some of those estimates yourself. Let’s say for example, it’s a brake job. Don’t take a brake job and put it in waiting for estimates and wait for the estimator to do it when you’ve got the thing up on the lift right now. And you can just as easily build a brake estimate and sell it immediately and get the tech order the parts and get ’em on it this full-time. We do a lot of big transmission overhauls
(13:10):
And a lot of big jobs, high ticket items. And that’s more for what that full-time estimator is designed for is the bigger stuff, not the alternators and starters. And it’s also for recommendations based off of the inspections to make sure that we are estimating all of the recommendations.
Tom Dorsey (13:34):
And it’s almost like the can job stuff, right? The can job stuff. Maybe the service riders can estimate, like you said, why tie up the lift, get the big stuff over to the estimator, give them the time. Have you ever looked into using the smart chat function? Do you ever have guys like your technicians as they’re going through maybe if they know there’s a lot of recommendations and it’s the potential to be a high ticket, a lot of hours on that ticket, do you ever get ’em to start using that smart chat and start to send the inspection results over before they’ve even completed the inspection just so you can get going?
Dave Earp (14:10):
Yeah, we’re doing that too along with we’re using Voxer as well. Any means necessary that we can communicate quicker and easier. The one thing I cannot stand is when a service advisor is with a customer and a technician walks up into the office and he sits there and stands and waits for the service advisor to finish so he can tell ’em something. So we communicate any means necessary. I don’t care if it’s text messaging from smartphone to smartphone utilizing Voxer or the chat feature in AutoVitals for sure.
Tom Dorsey (14:42):
Yeah. Fantastic. Yeah, I mean sooner you can get it done sooner. You can get it out sooner. The customer can review and get the answer back and you get ’em out the same, minimize the amount of carryovers and stuff like that. So that’s funny. So what about from the customer’s perspective, right? Do they appreciate, so when they call in with questions, are they talking to the estimator on the phone?
Dave Earp (15:06):
No, no. They’re talking to the service writer.
Tom Dorsey (15:08):
And so your estimator is really setting that service writer up with the story, really getting ’em prepped, and then they just handle the inbound customer and do the sales portion.
Dave Earp (15:19):
And then all the service advisor has to do is quickly review the inspection, make sure he knows where we’re at with all the recommendations. The estimates are all done. We use Mitchell, so we focus on the primary concern first of all, that would be on the ARO. And then we have revisions, and what we do is we just walk ’em right on down the revisions and the estimator will put ’em in order of importance, obviously safety first, and we’ll just walk the customer right on down that line and continue to sell the revisions until he says stop. Right,
Tom Dorsey (15:55):
Or he says next visit.
Dave Earp (15:57):
Yeah, exactly. And then at that point, okay, well we’ve sold a good bulk of these recommendations, let’s take the unsold recommendations, put ’em in the point of sale and remind ’em later.
Tom Dorsey (16:10):
Yeah, yeah, exactly. Let the tool do its job. And it was a great point you had earlier is that you have to put it in there, it’s got to be visible. You want to make it as customer friendly as possible. So you’ve presented it during the last inspection, you present it again at a pickup, and then the text and the notes in there for the customer are exactly like it. So he remembers, he knows what the next step is, I should say he or she, I’m sorry. And then make it super simple for them to book that follow-up appointment, right? Click the button, easy peasy. I get the confirmation text back, I know I’ve got my appointment. Because nowadays, I mean, it becomes so much more critical because a younger generations just don’t want to talk to you on the phone. If they can avoid talking to you on the phone and you get those texts, man, you get a higher response rate. You get a higher rate that actually shows up. I mean, have you experienced that using your CRM?
Dave Earp (17:14):
Absolutely. That very rarely when we capture an email address, does somebody say, oh, I’m sorry, I don’t have an email address. I mean, that’s one out of a thousand that comes in. I think our email entry rate is around 95%. So everybody is communicating digitally Now, if you’re not, you are pretty much living on a different planet as far as I’m concerned, under
Tom Dorsey (17:43):
That rock.
Dave Earp (17:45):
Exactly.
Tom Dorsey (17:48):
Yeah, for sure. That’s fantastic. So I mean, what’s next? So really when you’ve got that estimator role in there and allows your service advisors free time, so do you notice that, because it starts at the technician, right? The technician with the digital shop really has to take the good pictures, put in the good notes, I’m sure the estimator then gets to kind of be that conduit, go in and do the follow up. So in your role, does the estimator, does he ever reject an inspection? Does that go to the service rider first? Does it go to the estimator first?
Dave Earp (18:25):
It goes to the estimator. So as soon as the technician submits the inspection, it pings to his screen. He picks up on it, he starts editing the inspection at that point in time, creating all the estimates. If he doesn’t like what he sees, if he doesn’t like a picture or he thinks that that inspection is incomplete, he’s going to reassign it. That’s all part of my workflow program, reassign it, kick it back to the technician page over the intercom so everybody knows he didn’t do it right and say, Hey, Jim, you didn’t complete your inspection. I’m reassigning it back to your tablet so you can complete it.
Tom Dorsey (19:05):
You get sound effects in there and the whole thing wa waah wa.
Dave Earp (19:07):
Yeah, everybody. Ooh, yeah,
Tom Dorsey (19:10):
Yeah, right. Somebody’s buying lunch. That’s awesome. It’s holding
Dave Earp (19:15):
People accountable. That’s what it’s all about.
Tom Dorsey (19:17):
Yeah. Yeah, for sure. And so what a breath of fresh air for your service rider. So it’s got to be empowering for them, free them up. So what do you have? Because it almost gives ’em back half their day really, if you think about it, if they were the ones having to chase the kittens all day. So what do you have ’em do with that time? Are they involved in marketing follow up calls? Are they doing more personal touches into your customer base? What do you have ’em doing?
Dave Earp (19:45):
I would say it’s more personal touch. These guys, I have two service advisors and six technicians, so we’re a little heavy on the back end, you know what I’m saying?
Tom Dorsey (19:56):
So two riders, an estimator and six techs
Dave Earp (19:59):
Tech, yes, two service advisors, one excavator, six technicians.
Tom Dorsey (20:03):
That’s awesome.
Dave Earp (20:03):
So these guys are running and gunning all day long, and we get waiters and drop bys and you get people that just want to chat. I mean, the phone’s ringing off the hook. It’s everything that they can manage just without having that aspect of an estimator. Now, if I didn’t have a full-time estimator, I would have another full-time service advisor. I mean, that’s
Tom Dorsey (20:30):
And or two it sounds like, or two, you might have to have.
Dave Earp (20:33):
I don’t have the room. The other thing is I don’t have the room in my front office to facilitate that. So I have a back office for an estimator,
Tom Dorsey (20:44):
Let ’em focus, get ’em out of the line of closer to the bays. I see Frank Scandura, his shop’s kind of like that. He’s got a cool little setup in the back behind the counters and they get back there, and that’s where I think they do a lot of their estimate and they do the presentation upfront. So it really, I’m sure helps when you can get the person out there to focus because that’s really where you want to make sure that they’re putting in a lot. I mean, of course everywhere in your business you have to make sure you’re focused and dialed in, but in the estimate, you don’t want to miss something, you don’t want to misquote it, you don’t want to underestimate time. You want to take the time to focus and really think it through and really be able to get out there and see if you need to add hours in there because of the condition of the vehicles that’s seized up or what’s going on.
(21:32):
And really get a good, I think team built around with your technicians and that estimator to be able to set each other up for success, tell the story, help the estimator to get it done in a fast amount of time in a complete picture, and then he can then empower the service riders to get out there. And just because really they’re just establishing a timeline, it sounds like as you come in and say, Hey, go ahead and sit down. Don’t be afraid, here we go, but let’s break this up into chunks. Let’s make some commitment right now and then let’s plan to get all of this work done over time and then maintain it regularly so we don’t have to get back into these repairs. And just as you build that expectation and do a up, so what would you say from a return rate, how many of your customers would you say in your database are loyal? Out of the last 10 appointments you’ve had? How many of ’em were coming back? Because you’re the shop for them,
Dave Earp (22:37):
80%.
Tom Dorsey (22:39):
Yeah. So do you ever get worried that you got to find new customers every once in a while?
Dave Earp (22:43):
No. When things slow down, I just hammer my own database. Exactly. I have a pretty large database, but you know what I mean. Honestly though, I mean you’re always going to face attrition. I mean, that’s just part of the business. And you do got to get out there and you do got to get new customers. And for me, the best thing that I feel that I’ve done with gaining new clients is generating positive reviews on Google. I mean, that has got to be number one. If you’re going to focus on anything, get good reviews on the internet. I look at bad experiences, which every shop deals with from time to time, and it’s how you deal with that client that really separates you from your competition. And if you’ve got to give them something, talk it up as a marketing expense. I would rather give my marketing dollars to my customer and generate a good review, and you give a customer something and ask ’em for a review, they’re more than happy do that for you. Oh yeah. And so you generate, you get a five star reviews on Google, and before you know it, new customers are just flocked your way. You don’t have to do mass mail marketing and all of those things, which I do from time to time, but maybe once a year or something like that, not monthly
Tom Dorsey (24:08):
When you have to instead of trying to survive on it, right? Because that’s what leads guys to undercut. I mean, they’re cut their margin. They’re trying to promo everything and get in 1995 oil change or whatever it is, because now I’m in this vicious circle of trying to survive off of that style of marketing. It just doesn’t work. I’ll tell you, the most powerful review is that one star review with the shop owner response, and then the customer comes back on and edits it to be a five star review because Dave listened to me and took care of me, and I’ll be a customer for life. Nothing more powerful than that because stuff happens. If you see all five star reviews, it’s probably baloney, but man, when you can see, oh, it didn’t go right in this place, but look at Dave’s response, and then this customer actually gets on there and changes that review into a five star and says, thank you, Dave. I mean, there’s nothing more powerful than that one. I’m not saying go out and screw stuff up, but when they come, don’t be afraid to take care of it. Be public. Post it up there because people make decisions on the type of business owner, and if they want to do business with you, buy those types of interactions and it’s gold for you. The Internet’s forever. It’s up there forever. Now,
Dustin Anaas (25:27):
Not to mention the SEO content too, Tom, that you can toss in there and load it up with the SEO words that you want to be using to help promote your shop. Hey, say we got a new question from the audience here, Dave, we’re going to switch gears a little bit. How do you pay your estimator? Do you do it based on a percent of sale or do you do it hourly? Is it bonus incentive based? How do you guys compensate?
Dave Earp (25:50):
He’s salary
Tom Dorsey (25:54):
And is he running on some type of bonus or commission?
Dave Earp (25:56):
Yeah, he gets a bonus at the end of the month based off of gross profit. 6% of gross profit is his bonus. So salary plus 6% gross profit.
Tom Dorsey (26:08):
Are you hiring? No, I’m just kidding.
Dave Earp (26:11):
He does pretty good. And the other thing we didn’t talk about with the estimator is he has the ability to work from home. I mean,
Tom Dorsey (26:20):
That’s true. Of course.
Dave Earp (26:22):
Absolutely. He doesn’t even need to be here. Wow. And just as long as the estimates are getting done in a timely matter and they’re correct, and the inspections are getting edited, I’m fine with staying home. It doesn’t make any difference to me. So yeah, you got to pretty gig.
Tom Dorsey (26:43):
That’s the digital shop for you making sales with your feet up. Yeah, it’s funny, I had a guy, sales guy a while back and he went on some vacation one day and then he closed this sale out by the pool at the hotel. Then next time he was out and he was at some campground and big sir, and he closed. So I told him, man, you have to just stay on vacation. You sell better when you’re on vacation. Sure, he is happier while you’re doing it.
Dave Earp (27:10):
You’d like him better.
Tom Dorsey (27:12):
Yeah, his mine’s in the right place. But yeah, I mean, hey, why not? Right? Digital shop, digital communication, like you said, you’re not chained down to any desk or it’s what makes sense. And really, if you look at it from a perspective of empowering people and giving them the tools that they need and putting ’em in an environment that they’re comfortable in and confident in the bottom line and that they’re in line with what your mission goals are, right? Is Dave has told me what the goals are here. I see my path in there. I know what my role is in it. I just get out of my way and let me excel at it. And if you think out of the box, you don’t have to keep ’em in that same old traditional nine to five in the cage, whatever it is. Hey man, you never know what you might be able to accomplish when you empower people in that fashion. And it sounds like it’s working out very well for Dave Earp.
Dave Earp (28:08):
Indeed. We’re doing good. We’re happy. We’ve got a great crew. Just looking forward to finishing off the year strong.
Tom Dorsey (28:16):
Yeah. Yep. Yeah, and that’s a good question too, is do you see that seasonality impacts you less when you’re able to? Because again, you have a bigger picture I think on your business. You’re not just looking at the two days out or one week out. And if you can look at months and quarters and plan accordingly and market to those needs, I’m sure you can flatten out some of your seasonality. I’m sure you get some up there where you’re out, you catch snow in pretty stormy conditions.
Dave Earp (28:47):
Yeah, and not only that, but we have tons of previous data to look at. I mean, historically we know when the slow times are and when the busy times are, but with that being said, you can never fully predict it. I mean, sometimes things just either go flat or they go gangbusters. But you’re right. You can level out those peaks and valleys with looking at your previous data and changing up your marketing accordingly.
Tom Dorsey (29:17):
Yeah, it’s just being prepared, right? It’s having a plan and work your plan. And if you can get the data, if you can have a process in place that’s scalable like that and everybody’s empowered in their role, then you can really start to look deeper into the year and really set big goals and then go after ’em. And you know what happens is when you’re going after a really high goal, the higher you set it, even if you don’t hit that goal, but you’re right there, Hey, you know what? You still grew your business. You probably did better than you did last period, and all you got to do is beat yesterday by one, and you’re growing your business. That’s right. And so fantastic show. Dave, I really appreciate you coming on and sharing that insight and sharing how you set up that estimator workflow.
(30:01):
Can folks in the audience give you a holler if they’ve got questions and want to pick your brain? Absolutely. Yeah, you can find Dave, you’re on our Facebook forum, call him at Village Transmission. What’s the name? What’s the name of your city in Washington? Edmonds Washington. E-D-M-O-N-D-S. Yeah, he’s up in Edmonds. Google him, like him partner up on Facebook, LinkedIn. Or on LinkedIn. People can find you on there too. Yes, absolutely. Perfect. And don’t be shy because I’ve known Dave for quite a while and one thing I know about Dave is he’s always out there trying to move the industry forward and help other folks to do the same. You coming out to Digital Shop conference this year absolutely would miss it for the world. Again, I think we’re going to get you on stage, but Dustin will talk to you about that afterwards if you
Dustin Anaas (30:52):
Guys did. Actually. Yeah, we talked about that beforehand. Listening. Audience, stay tuned for Digital Shop Conference News coming out here very soon on that. We’ll have a ton of great things to be talking about very, very soon.
Tom Dorsey (31:03):
You get to meet Dustin and Dave live, so keep your eyes peeled. And hey,
Dustin Anaas (31:08):
If you want to meet Dave too, go to the workshop in Seattle on October of 26th.
Tom Dorsey (31:14):
That’s right. AutoVitals is going to be up in Washington. We’re going to Seattle. Dave will be out there. Uwe’s going to come up and we’re going to be we a
Dustin Anaas (31:21):
Few AutoVitals.com slash events. Be sure to check ’em on out. Minneapolis, Chicago, Vegas, Seattle.
Tom Dorsey (31:29):
Good plug buddy. Way to do it. All right. Until next Wednesday. Tune in Digital Shop Talk Radio. We’re going to be back on Wednesday, 10:00 AM Pacific, 1:00 PM Eastern. Take the conversation onto the Facebook forum. I know like I said, Adam, Chris Peterson, John Long, those guys will give you a lot of insight, Dave, and see if it’s right for your business. And then you got some folks that’ll help you out and make it work. Until then, get out and make some money. We’ll talk to you next week. Alright guys. Thanks a lot, Dave, you’re awesome buddy. Appreciate it.