I think there's some obvious reasons, probably a couple that we don't know if you want to share those and how all this enters into making it more efficient and better for the customer.

We went to a second shift back in 2015.

And then when we added in, when we built this Lincoln building, we added in almost another 60 bays in the Lincoln building.

Didn't necessarily have the need to do it.

So in 19, we stopped night shift and went back to everything during the day.

At the end of 2024, we had built back up to where it was time to have a second shift to get.

And we have a development center here.

Ed, for other dealers out there watching and all you've seen happening in technology, do you think that AI actually could help at some point solve the technician shortage rather than eliminate technician jobs down the road?

You guys could have those all day.

Right.

So some of the people in the audience has heard some of my story before.

And I grew up in the ghetto of downtown Jacksonville, Florida, and in a family that did not work for a living.

They took things from people that did.

They dealt with drugs and there's prostitution in the family.

It was just anything they could do to earn a dollar and not earn anything.

Wow, right there.

Yeah.

And so that's what I want to see it for.

But there is a rev share.

It's up to us to get it signed up, and there is some Ford Pro agents.

This goes out and they'll, they'll lay this with it on, on existing customers that's already out there, may not be buying a fleet right now, or buying vehicles right now.

But, uh, it's a rev share piece, but ultimately it layers in deeper than that.

The rev share is what creates the interest for some other people who are inside the dealership.

Yeah.

How do you kind of maybe get your hooks in the perspective of that future technician early and convince them that, you know, Bozart is a place they want to be turning wrenches?

So you have to look at it from the long game, and we do so many things that ties someone to us, and we may do it five years before they show up here.

We invite the local high schools to come out here for a field trip, and we'll do different contests out in the shop for them to do different things.

And whether it's a race to see who can pull spark plugs out the fastest or whatever it may be, we'll just do little fun things.

And it just plants those seeds.

And then we work with the community colleges that has the vo-tech programs, and we're talking to those students early and often.

And then when they do make the decision to come here, then we have a path for them.

How do you separate the noise from things that really could impact customer service for your customers?

Track it in on 50.

Oh my goodness.

We're servicing more vehicles on the outside of our dealership than a lot of dealerships service inside their dealership every month.

And, uh, but ultimately we have to look in the mirror and we have to say, how can we get better? It doesn't matter where we're at.

It's how do we get better? How do we become better versions of ourself today than we was yesterday? And we saw an opportunity to where we could have better communication with our customers and have better tracking of our vans and understand the elements of how those things are.

And then really all the way down to scheduling the online appointment and making it convenient for a customer and seamless.

And so, yes, we changed our tech stack behind all of our mobile service deal to move over to Kirby.

In a given year on a team, how many times would you say you have to actually show someone the door because they're not getting on board? How often does that happen? I

Yeah.

15 years ago, we created, or 12 years ago, we created a tech development program, and we eliminated that issue.

I don't have an issue with technicians.

But then when we stepped into mobile, we stepped into mobile for the first time back in 2015.

When we stepped into mobile, it really, we tried all kinds of different things, and we failed numerous times doing different things.

And we failed numerous times going forward because we're going to continue to push those boundaries.

But what we landed on was people that already drive routes.

I would imagine that there's also, once a dealer announces that we're going to go down this road, there are some hand raisers among the team that go, oh, you're going to do that? I want to be in the truck.

So, Ed, what were you going to say?

Well, we talk about that we don't know what we don't know, and that's where people live is they don't live outside of that.

So when we told people that we're going to do single point of contact, they said that won't work.

When we told them we was going to open it, A restaurant, that won't work.

And we're always going to expand service.

Well, that won't work.

You can't find technicians.

And what is your course of action, second part of it, what is your course of action if you can't get your leaders to adhere to the non-negotiables? How do y'all handle that?