The Halftime Reset Every Contractor Needs for the Second Half of the Year

You've made it to July — the exact halfway point of the year. So the question is: are you winning?

In this episode of Contractor Cuts, Clark and James walk through a halftime reset for your contracting business — the same quarterly review they run with coaching clients. Whether you're slammed with work or staring at an empty calendar, this is how you zoom out, find the holes, and set up the second half of the year to win.

They cover:

• Why both the overwhelmed and the slow contractor need this reset
• The 5-part halftime scorecard: revenue, pipeline, profit, team, and you
• How to honestly measure your profit drift from bid to final invoice
• The "keeper test" — the Netflix CEO's brutal question for evaluating your team
• Why being burned out matters even when the numbers look great
• The 3 adjustments most contractors need now: pricing, pipeline, and systems
• How to build a simple month-by-month plan for July through December
• Why you fix one operational crack per quarter — not all seven at once

If you've been running hard for six months without looking up, this is the episode that gets you a game plan for the back half of the year.

🚧 2027 Growth Conference — Austin, TX | Jan 10–12. Two days diving deep into your company — what's working, what's broken — ending with your 2027 blueprint. Day 3: hands-on electives like financial management and estimate writing to make it real. Early Bird (very limited): 30% off + 3 hotel nights covered. Sign up at contractorcuts.com

Contractor Cuts is a weekly podcast for contractors who want to build a better business — covering sales, operations, hiring, finances, and everything in between.

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Transcript

Halftime Reset For Q3 And Q4

SPEAKER_00 1:05

Welcome to Contractor Cuts, where we cover the good, the bad, and the ugly of growing a successful contracting company. Welcome to Contractor Cuts. My name is Clark Turner. I'm James McConnell.

SPEAKER_01 1:19

Thank you for joining us again this week. So today we are covering the second half of the year. Uh this is uh being recorded on the first week of July, which is the first week of Q3 and exactly halfway point of 2026. So you've made it halfway. Congratulations. Um, today the podcast is going to be based around what you need to do to win the second half of the year. Um, you know, we we talk about a halfway, halftime reset. We use the example of a football game. You come into the halftime. Hell yeah, man.

SPEAKER_00 1:58

Yeah, bro. Hell yeah. Football, gridiron pig skins.

SPEAKER_01 2:02

But you always make adjustments at halftime. You sit down, you look at it, you say, okay, what where do we win? Where do we lose? What what are we doing wrong? How are we getting beat? What do we got to do for the second half to win?

SPEAKER_00 2:12

Come on, Connor. That's not you. You pick up those first downs. That's not you, that's not in your character, son. So that's a halftime speech.

SPEAKER_01 2:20

That was great. You should be uh wait, you coach football, don't you? No. College? Yes. That's what I thought. Uh so really what we want to cover is what you should be doing and how to do this reset. Um, we push everyone to do a uh a kind of a mini retreat for themselves and with us. Uh, if you're in coaching, what we do what we do is do a quarterly uh really every quarter we do projections for each quarter. What are our goal setting? And then we break it down by month of each month. What should we be doing? And so this is kind of doing it for the second half of the year. What does Q3 and Q4 look like for your company? And what are some goals that we need to set? Um, usually at this point, there's two sets of people. Either you're exhausted for hunting work and you're nervous and you don't know where stuff is, and why is it midsummer and I don't have a lot of work, or I've got I'm overwhelmed. I don't have time to like, I will figure this out at the end of the year. I've got too much stuff going on. Either both of those people need this, whether you're on one side uh or the other, you need to take a time this week, next week to zoom out and let's look at your company from a 30,000 foot view uh uh perspective of what is winning, what is losing, where am I making money, what needs to be fixed. So we're today we're gonna cover that, what you should be doing when doing that, and also how we will do a uh we got a little bonus special gift for you at the end of this of how we're giving away a couple free coaching sessions to do this with you and your company if you're not in coaching.

Why Busy Or Slow Both Need Review

SPEAKER_01 3:52

Oh, wow.

SPEAKER_00 3:52

Yeah. And one thing for the folks in the second boat that seems like a much nicer boat to be in where you're overwhelmed because you have so much going on. Yeah, the more overwhelmed you are, the less your product is going to lessen. And so I think a lot of guys, when they get into that spot and they have a lot of leads coming in, they start making more rash decisions about which ones are important and which ones are more important, which ones are less important. And they're all important. They're it's it's money coming into your company. There's a way to go about it to make sure all of your clients are still getting that kind of service. But if you're overwhelmed and you're like, I don't have time to sit down and blah, blah, blah, blah, you should always be able to find time to sit down, get 30,000 feet and look at what you have coming in, look at what's out there and make sure that you're not dropping on the detail. You're not dropping on like your profitability might start dropping because you're going to forget things in the estimation because you're just trying to blow blow through this really quick.

SPEAKER_01 4:50

Yeah. And the processes and procedures we're trying to implement go out the window when you're too busy because it it's the truth of it is it takes more work to run processes than just shoot from the hip. It takes more planning. Now, it costs more time and effort in the long run to shoot from the hip because now we're fixing things and calling people back and having like it the the longevity. We we rarely look at my stress next month. We're thinking about the stress this month and we're just gonna run and gun it. They call it recency bias in cognitive psychology. That's right. That's good. Thanks. Man, you're deep randomly.

unknown 5:25

Right.

SPEAKER_01 5:25

It's good, it's good. Uh, and then on the on the other side, the guys that are struggling, like what's going on? Where why isn't my phone ringing? What's happening? Um, on that side of things, sitting down and zooming out, we need to, you know, we really need to inspect and figure out the holes. Um, there's something going on. Uh, and so we need to make sure that no matter what side we're on, we take the time to uh to really inspect the company. All

The Five Part Halftime Scorecard

SPEAKER_01 5:51

right. So your honest halftime scorecard, this is what we need to be looking at. There's really five things uh I want you to to square yourself on. Number one, revenue. Where are you and versus what were your goals? Uh, if you came on our retreat in January, we set out a 12-month goal where monthly we wrote out what we want to invoice. If you came on the retreat, pull that out, look at it, and let's assess what the first six months looked like. Let's look at what we wanted to do and what we actually did. I tried to hire a guy, it didn't work out. I'm hiring a second guy now that to replace him, so my revenue didn't go. That's a great reason to not hit your revenue goals. Now that's not great that that happened, but it's good, like we need to find the reasoning behind it. I don't know, the phone just didn't ring. Okay, well, let's let's work on your marketing, let's work on how people are finding you, let's work on your reviews from Google. Let's work like there's a reason to solve each of the things uh of your revenue goals of what you if you didn't hit them. If you did hit them, awesome. How? What happened? What changed? What what did you implement to make sure you hit them? I want a review of the good and the bad on your revenue. What why am I hitting it? Or why am I bad? What went better than expected? What surprised you? Yes, all of that stuff. Uh that's number one. Number two, we're gonna look at your pipeline. How far out are you booking jobs? Um, when you're getting started, I'm trying to book this week and next week. Um, by this point, I want you booked out July, August, September. I want a number of months in advance uh on the books of what's coming. Uh, we had a projections worksheet we do with all of our coaching clients, um, where we have an estimated projection of what we should do and what's actually approved and signed. And we compare those numbers weekly. And we're looking at what should be coming in and what I think is I'm gonna land. And this job, I'm 90% sure they're gonna sign. This job I'm 75% sure. But if they land it August, September, October will be 80 grand per month on this job or whatever it is. So we can start looking at our revenue. I don't want you to do more revenue than you can handle. And that's what we start diving into in coaching is what's healthy, what's the line we got to be at? Where do we want? And hey, you're hitting that number. Let's start pushing these jobs, start filling up August. Great. Um I met with someone yesterday. Their July is their biggest month ever. Their September is a really big month, and August is about half of what those are. And so they it's just so happens the the jobs that are starting and finishing. And so right now we're we're the very first week of July. We're the goal is how do we fill up August? And so we got four weeks to get August up to our goal. Uh, and so most guys are looking at that the very last day of July. All right, August is starting. What do we? Oh man, I got nothing going next week. Um, what we want to do is be saying be planning that. And so I could be calling through the first week of July to all of my potential leads and all of my open estimates and say, hey, FY, we're slammed right now. July's booked, uh, September's booked. I got space in August. I don't want to give away my calendar quite yet, uh, unless you know I'm holding it for you. If you want to go, that's awesome. I got some other people interested in it, but I'm I'm pretty booked right now. We're gonna use that to start booking up August. Or we're gonna call the people in September, say, hey, would you mind we start a couple weeks early? I'd like to get to start around August 15th. So I'm gonna start moving some jobs up. But my goal is every single month that I'm projecting out for the next few, my pipeline is getting full and I've got a game plan to keep it full and build it.

SPEAKER_00 9:17

And don't forget about the book of clients you have that are completed jobs from the past or jobs that you didn't land. Lost estimates. Yep. Those people might still need work or they have new projects that they want to do. Maybe they didn't go with you and they had a bad experience and they opens the door to you again. Go through all of those clients. Like, there's no harm in sending out a well-crafted email that you can generate and then change the name on it, maybe change a couple of details, but send it out to everybody that you lost the bid or finished it years ago.

SPEAKER_01 9:50

Yeah.

SPEAKER_00 9:51

Send it out.

SPEAKER_01 9:52

Hey, I know you were doing your kitchen and we didn't win the win the bid. Just wanted to let you know, like, if you have any questions, need help with anything, let me know. If things are going great, awesome. Congratulations. Uh you know, look forward to great job.

SPEAKER_00 10:05

So glad you found somebody. Good for you. Really gr I'm really glad that you're happy.

SPEAKER_01 10:09

Yep. Um, all right. Next is we're gonna uh have an honest look at your profit. Um last week or two weeks ago, we talked about um really, I guess it was last week. We want to measure your profit from the start of the job to the end of the job. Now, if you haven't been doing that since January, which some of you haven't, what we want to do is start looking at what you're trying to hit, the number that you're trying to hit in your head. And if you don't have that number, go to contractorcuts.com and set up a call. Let's have a conversation about that. But if you you need to have a number that we're aiming for for for profitability, we want to look at that number and we want to at minimum, if you haven't been tracking, let's look at a PL over the last six months and look at our profit percentage of our cost of goods, our our gross profit is what that's called. We're gonna look at that number and see, hey, that's saying that we're at 26%. I thought I bid everything at 30. Well, you do, and you lose 4% on every job. Like that's that's where you're at. And so we need to understand what I'm bidding at, where they're landing, and what's happening between those numbers. If I'm bidding at 35 and I'm landing at 35, you're doing great. You're you're you're keeping up everything. How are you doing that? What do we need to double down on? What processes are there? Most of the time you're bidding at 35 and ending at 33, bidding at 35, ending at 31. And so we want to start understanding and closing that gap of fall-off between the bid and the final invoice of profitability percentage. So I want to look at the first six months of how how the profit is looking from start to finish. And what are we gonna do the second half of the year to really increase that or solidify that? Because it's it's uh I'm hitting my numbers. Next thing, I'm gonna look at my team. Again, you if you're a one-man show, it's a you're staring at a mirror. How you doing, buddy? Pretty good, buddy. But if if you have a company and you've got uh multiple people, I want to look at who's in the seats. Uh I'm gonna make an assessment at this point. This is the hardest season, usually, to fire someone. Because if I fire someone, that means I can't say yes to as many jobs as I want to say yes to. Because it's usually gonna be a project manager. And if it's not, if it's an office manager or someone in accounting, that's gonna slow me down and put more work on my plate. And I don't have space for that. So oftentimes we're justifying keeping people. I can't fire him. I mean, he's he sucks as a PM, but I'd rather get his 80,000 of invoicing a month than nothing. And I'll just babysit him till we get out of this. And and so that mentality and mindset of not making the hard decisions when they need to be made are gonna cost you so much money. It's gonna cost you in reputation, it's gonna cost you in your time. So we want to do what I call the keeper test. Well, I didn't call it that. Uh, the I heard this on an interview of the CEO of Netflix called the keeper test. And he says, I want you to go through every single employee and say, if that guy came in today and said, Hey, I'm putting my two weeks' notice in, how hard would I fight to keep him? And if I would fight and give raises and do whatever it takes, that guy's in the right spot. If I would be like, Cool, great, more work for me, but that's probably a good thing, then we got to fire that person. We got to get rid of them. If that is your mentality with your employee, you're doing them a disservice and you're doing your company a disservice by keeping them around. So the keeper test. If they came in today and said, Hey, I'm leaving, I got another job offer, are you trying to fight to keep them or are you saying, Great, let me get you a box to pack your things? Like, what where are you at with each of those employees? Finally, our halftime scorecard. Personally, are you energized about running this company or are you on an empty? I think that's a tough thing to to to swallow and sit with and think about. Like, I don't know, I'm just I'm worn out, but I'm just running hard. I'm trying to get it all done. I'll rest come winter. Um, you know, or is it like this is awesome? This is great. What?

SPEAKER_00 14:03

Just thinking about bears hibernating.

SPEAKER_01 14:07

Uh but really understanding your your mental load that you're carrying and what's happening with that. What what I want to do, let's say your revenue is good, your pipeline's good, your profit is hitting, your team is great, but you are not happy with where you're at. That's a problem. I don't care if the first four things are great. We need to figure out what what needs to change to get you to a spot that you are in a in an enjoyable job. You've built this company to be able to carry you, your family financially, um, but you don't want to hate where you are. And so what do we need to do to fix that? Um, and a lot of that's processes and procedures. A lot of it is putting stuff in and stop and learning how to say no instead of yes to clients that want you to start. It's having the projections over the next three to four months that I can see I can say no to this because I'm financially fine. Or hey, I need to go out and hustle and do this because we got no work next month. So what are we gonna do to fix that? But figuring out are you on empty or are you energize is a really good um litmus test to the health of your company. Uh, and that's what we got to fix first. Um, uh, if if everything else is broken, I'm starting with what would fixing these things energize you or are you done? Like what's going on with you mentally? So that's our halftime scorecard revenue pipeline, profit, your team, and you personally. I want to check in on all of those things for the first six months and where we're at today, uh, and really understand what we're dealing with and working, working with. Um next, the three adjustments that most contractors need from that point uh are gonna be

Three Core Adjustments To Make Now

SPEAKER_01 15:52

these. Number one, pricing. I want to look at Q3, which is the third quarter, July, August, September. Um yeah. Uh Q3 bids.

SPEAKER_00 16:05

Oh no one has ever taken the time. Thank you. Yeah, yeah, yeah.

SPEAKER_01 16:18

I was going to R7. Yeah. Perfect. So we're gonna we're gonna look at our pricing. Uh, we're gonna look at what should we increase or decrease our cost on? You know, especially over the last five years, pricing has been all over the place. Am I bidding labor too low? Am I missing all my materials? Am I bidding every single time my materials, I'm spending 120%? Maybe we need to start building a more buffer on your materials. Let's look at the pricing that you're using. Let's understand our bid process because we make or lose money on the bid. Either it's not detailed enough or it's got the detail we need. Either it's not priced right or it's got the perfect pricing of where it needs to be at for us to hit our margins.

SPEAKER_00 17:02

Maybe you work with Claude or ChatGPT and figure out what type of pricing increases have happened on certain materials over the course of the last six months and what's projected for the next six months.

SPEAKER_01 17:13

That that's a great thing to do, especially regionally. I mean, uh uh uh we're based here in Atlanta. Southeast. We're in the Southeast region. Uh, you know, materials are different here than in California. Labor is going to change differently here than, you know, if you go to the Midwest. I uh uh economically it changes where you're at. So do research based around your area that you service. Um, that's that's really important to look into and really have the honest conversation with yourself. Am I hit my pricing? What I don't want you to do is lower pricing because I need to land jobs or in you know, uh to to look at your pricing and say, this is what I need, this is what I'm gonna stick at, and this is what I'm gonna do. If you're missing 80% of your jobs, it's probably not a pricing problem. It's probably a you problem, and we need to talk about and figure out how that how that's what's going on with that.

SPEAKER_00 18:01

Yeah, you got to fix your face.

SPEAKER_01 18:03

Gotta fix your face. All right. The first thing is pricing, number one. And part of pricing number two is adjusting profits if you can't maintain your originally estimated number, right? We talked about earlier. I want to look at your scorecard on your profitability, on your revenue and profits. Um, if you are losing 8% on every job, don't start at 35 and end at 27 every single job and say, you know what, I just got to get better and not give so much money away. It's probably part of your estimating that you're bad at. If you're missing for six months 8% on every single job on average, let's increase and bid it at 40%. And then we're gonna end up and still drop down 8%. You're gonna end at 33%. Uh, let's try to adjust on both sides of it. Let's try to get from eight down to five for the second half of the year and also increase our profit margin. So we're actually landing at the number we want to land at. Be honest and be real about it with how are we gonna adjust these numbers to where I'm gonna make what we need to make on these jobs. And it's okay short term to build in a little extra fluff because I know I lose money on these jobs.

SPEAKER_00 19:11

Yeah. And you can market test it. You know, you start at 35, you're like, I'm not gonna just bump it straight to 40. Maybe I go, I'm starting at 37 and see if I land those bids. Great, I'm landing those bids. I'm comfortable there. We've kind of cleaned up some project management issues. I'm still gonna see if I can bump a couple of these up a little bit more until you start, until the market tells you, I can't market at 40%. I need to stay at the 37 mark or whatever. Yep.

SPEAKER_01 19:36

So the first adjustment is pricing with those two things. The second adjustment is pipeline. I think one thing that I see the uh issues that that contractors have when they're in coaching is they don't think about their marketing and what their company looks like online and their Google reviews until they need more jobs. And at that point, it's too late. I start marketing in July for September. We've got to start building and asking. I've I've got an absolute slam couple months. I need to be asking every single person for a Google review. I need to start building those reviews through these busy months and start looking at how do I expand my footprint on the marketing side.

SPEAKER_00 20:16

Build a really quick referral program for your current clients where they get a kickback when they refer somebody to you and you land that job. Like give them an incentive. That's a lot. I don't think a lot of people do that. That's a very easy way to build relationships and earn more business. Yeah.

SPEAKER_01 20:33

And on that pipeline, I want you to start laying out the next number of months. Uh, get a spreadsheet. If you're not in coaching and you don't have our pipeline uh spreadsheet that we use, lay out now through December and what jobs you think you're going to invoice what months. And just it doesn't need to be down to the penny. It needs to be okay, this is a $50,000 job. I should start it in August and finish in September. I'll go 25 in each month. Basic numbers to understand what I should be doing month over month and when jobs are coming in and not, what's sold, what's not sold. We need to start looking at your pipeline and planning for the future. So it's pricing pipeline. The third thing we're usually adjusting is systems. This is the biggest one. I want the cracks that showed up in Q1 and Q2 that I need to fix because they're not fixing themselves. So is it scope creep? Is it communication gaps? Am I not using work orders well? Am I not you doing the client engagement agreement well with my clients? Am I not setting the pre-construction time aside that I need to set? Let's start being introspective on that, those cracks that are happening and let's start breaking those down into Q3 and Q4 goals. So Q3, I'm gonna start here here, here's the operational things that I'm gonna start fixing in the system. I'm gonna fix X, Y, and Z and how we do bids. I'm gonna start doing desk estimates. Uh, Q3, I really want to lay out this pipeline. So by the end of end of July, I need to have all my QuickBooks open up to date, and I want to start laying out all my jobs. By August, I want to start building out the projections on those and start making sure that I've got the rest of the year filled up. And by September, I need X, Y, and Z. Right. And so we're gonna start laying it out by month for each quarter's goals. Um, what systems do you need to fix? What is broken in the systems that you have? And that might be seven things that are broken. Um, let's figure out in the hierarchy of what I'm working on first, second, third, fourth, fifth, sixth, and seventh. Like what's more important right now? Is it learning how to do desk estimates or is it sending work orders and let's have that conversation? This is probably the spot that coaches help out the most because we're not emotionally invested in getting the job done today. I care about the health of your company, and that's all I care about. So I can look at your, your, the way you're running things and be like, dude, why are you doing it like this? What's why is why are you X, Y, and Z? Ah, it's just easier that way. I know we should be doing it uh with desk estimates, but for me, it's just easier just to drive out to the car, hop in my car and drive out to the job site. Well, let's let's put something in place to fix that. Obviously, you don't know the death estimate system well because it really helps with this. And what you have in your mind is different than what it actually should be. So let's have that conversation. Let's dive into that part of the system, right? Whatever part of the system that we that we can figure out together as to your biggest holes, let's set a Q3 goal to solve that part of the system. Maybe it's a small thing. So that's going to be a July goal, and we're going to have three things we're fixing in Q3, July, August, September again, they have their own goals of what we're fixing. Either way, let's identify those systems that need some barriers and some help with uh as we go into the second half of the year. So pricing, pipeline, and systems are three things that most guys are adjusting uh at this point. So, how do we build our second half game plan? Step one, I want you to write your revenue targets for July through December, every single month. Not what you have on the books. And this is where guys miss it. Well, I should invoice 120 this month, next month I've got 80,000 sold. In September, I've got 90,000, August, I got 10 grand, right? Whatever it is. You're laying out your months by what you have sold. Lay out on what's sold and also what the pipeline is. Meaning any job I think 50-50 shot or above, I'm gonna put on this tracker and I'm gonna lay out when I would invoice if I landed this. I know these people want to start November because they're going to Florida for their, you know, their snowbirds and they're headed out of town for the winter. So starting in November, I'm gonna do this job. Cool. I'm gonna lay out November, December with this project. And I can start building out my calendar looking at that. So writing out that along with what my target is for each of these months. What do I need to hit? What's realistic? Um, step number two, I'm gonna back into how many jobs it's gonna require to hit those numbers. I really need to be doing 150 a month to hit the numbers I need. So, with that being said, I've got these months covered. I need this many jobs. I need to sell three more jobs the rest of this year to hit my numbers. That feels really good.

Build A Simple Second Half Plan

SPEAKER_01 25:12

I need to fill up the rest of my calendar because I got nothing. Okay, so how are we gonna do that? Right, those are two different conversations and two different action plans for the second half of the year. Through step three, we want to identify what's already booked and what needs to be sold. That's what kind of what I was going at of backing into the numbers of this is what's booked, this is what's sold, this is what I need to find. I need to turn on marketing. I need to start spending a couple grand a month on Facebook or Google. I need to really get our marketing kicked in because I see kind of a barren uh fall coming. And so we need to start planning that right now. And then step four, we're gonna pick one operational thing to fix this quarter. Like I said, we're gonna break it down into three monthly goals. So I want a big enough thing that we're fixing that it takes three months to fix. And then I want the process of the three things that I can measure July, August, September, October, November, December. What am I measuring in those in that quarter to reach that goal by the end of the quarter? We're not gonna take giant, giant steps over a quarter. We're gonna take monthly small steps where we have the margin in our day to spend 20 minutes every Tuesday working on this thing. We don't need to spend three days a week, eight hours a day to fix something. We need to start chipping away with one thing at a time to where we're not gonna let me go back to football. We're not gonna score a touchdown on the first play. We need five yards at a time, eight yards at a time. Not unless you got Darren Sproll's returning. It's an old fantasy football pull, huh? Uh, but we wanna we wanna really start breaking it down to to attainable, realistic goals each quarter and what's broken the most. We're not gonna try to fix everything. We want to fix the most costly things that are that are happening. And that's honestly where coaching comes in. We we we love to look at this from an outsider's perspective, looking at your company and finding the holes that feel normal to you, but are actually big risk factors that that you don't see happening. All right. So here's one thing that we want to do for you with this. If you are coming on our retreat in January, I know we're six months away. If you plan on coming on that, go ahead and get signed up. We're not asking for a financial commitment for booking your rooms. That's all coming. Get signed up. If you sign up for the retreat coming up in January, James and I will meet with you and do a session right now for the second half game plan. And then you're also gonna get some free sessions in November, December going into the retreat. This is our early birth special. If you're signing up now, you are going to get in with free coaching from James and I. So we're going to send you a prep worksheet if you get signed up. Uh, it's gonna be how you need to prep for this mini retreat that we're gonna do with you. Uh, we'll send that to you. You're gonna spend some time doing that. You're gonna show up with that. We're gonna sit down, we're gonna go over it. We're we're gonna walk through that and kind of get an outsider's perspective of your company, what you should be working on in a second half game plan. You're gonna work through it. We're gonna keep engaged with you through the second half of the year, October, November, December. We're gonna start re-engaging, planning for 2027. You're gonna come on the retreat in January, and we're gonna launch your company for huge growth next year.

Retreat Offer And Free Coaching Sessions

SPEAKER_01 28:26

So if you want to get that process started, be one of the first 10 that we're allowing in for this deal right now. Go sign up, go to contractorcuts.com. You can sign up for the retreat right now. Um, the retreat is January 10th through 12th in Austin, Texas. We've got all of the information on our website. Um, we've got hotel super deep discounts. It's like 280 bucks a night normally. I think we'll get it for like 149 a night if if you go through our booking. That's a deal. It's a real good deal. Um, but yeah, we've got a lot of fun stuff, a lot of swag that we're giving away, a lot of other things that we're doing. But yeah, this is our early bird special. If you get signed up, you're gonna get all of it. You're gonna get the free sessions, you're gonna get everything else leading into this. We're gonna make sure that you've got help in in growing to the next level in your company. So if you're interested, contractorcusts.com, sign up for that. Also, on there, you can, if you're not ready for that and you're not ready to sign up for the retreat, you can still book a call with me if you want to know more about what coaching is and what we do and our price and all that stuff. Go book a call. I'd love to tell you about that. You're not booking it with a sales guy, you're literally booking on my calendar. So I'd love to sit down, have a Zoom call with you, get to know you and your company, make a game plan for this year, next year, and really help you in growing your company. Thank you so much for listening this week, and we will talk to you again next week. Bye. Bye.