How removing mental limitations from your growth potential can affect your success

In this fired-up episode, Pete Shau and Danny challenge every rent-to-own operator, store manager, and district manager to tear off the mental ceiling they've placed on their own potential. Inspired by Dan Fisher, Pat Hartman, and Ray Adams of Magic Rentals and their legendary Two Million Dollar Club session at RTO World 2022, Pete and Danny break down what it actually takes to stop thinking like a million-dollar store and start building like a two-million-dollar one.

Belief Is the Foundation

The number one fundamental: you have to believe it's possible. Too many RTO managers cap their store's potential before the work even begins — blaming demographics, geography, or market size. Pete and Danny argue that the right mindset, paired with the right manager, can transform any location.

The Fundamentals of a Two-Million-Dollar Store

• Belief & hunger — without it, growth stops before it starts
• Customer rapport — being the face of your store, in person and online
• Leadership development — stop doing everything yourself; train people to manage, not just execute
• Store culture — buy-in has to happen every single day, from delivery techs to the GM
• Working Genius — pairing complementary personalities (planner + executioner, sales-minded + credit-minded) builds the strongest store teams
• Training your replacement — the key to moving up is developing someone to fill your shoes

Managing vs. Doing

One of the episode's sharpest insights: most RTO store managers know how to do the job — but not how to manage through it. Drawing from Dale Carnegie's How to Win Friends and Influence People, Pete and Danny discuss how honest feedback, accountability, and teaching others to lead is what separates good stores from great ones.

No Cap — In Every Sense

Pete closes with a personal commitment: his New Port Richey store, run by manager Chris, is going for two million dollars in 2023. The episode ends with a challenge to every listener — hold them accountable, set your own goals, and remember: the cap you place on yourself is the only one that matters.

Transcript

Pete Shau 0:07

Hello everybody, it's the RTO show, and today it's Danny and Pete talking about not putting a cap on your potential. A cap on the potential for the cap. What's so what's the cap, Captain? It used to be one million. Where are we looking at right now?

Danny Lastra 0:21

Well, Pete and you and I discussed we had after the Indiana show, the presentation with Dan Fisher and Pat from Magic Rentals. You know, two million dollars is not that far of a reach when you really think about it.

Pete Shau 0:32

$2 million man Dan Fisher.

Danny Lastra 0:35

Yeah, exactly. And you know, I'll I'll tell you what, it really put a different perspective of my opinion on looking at certain stores, and not for nothing, you know. Even uh Larry Pivotal used to say it all the time, what's the potential? It's making this, but what's the potential? I know he he's made comments about one of my stores that this store should easily have 800 customers or whatever. I used to think, uh, you know, I don't know. We could, you know, but of course, it always comes down to do you have the right manager? And I think Dan even said that too. That's the important thing is do you have the right manager? Do you have the right team?

Pete Shau 1:08

Well, we have we're constantly limiting ourselves for no apparent reason. We there's there's no reason to limit ourselves. We always think, you know, million dollar store, a million two, but there's no reason why any store couldn't be more than what it is. The conversation that we had this morning, and even listening to Dan's class, uh, him with Pat Hartman and Ray, it was just an eye-opener and saying, Oh my god, this this can happen, um, but we have to work on our fundamentals.

Danny Lastra 1:30

Number one, do you believe you can achieve it?

Pete Shau 1:33

I believe I can fly.

Danny Lastra 1:36

But it's so true. If you if you don't believe that you can take your store to a certain level because of the demographics, the geographic of where it's at, oh, I'm in a hard side of town, oh, I'm in a small population town, it's never gonna get there. You're right, you never are gonna get there because that's your mindset. But it's amazing how someone can go into any location and say, Watch me blow it up. And they might not even have the same fundamental experience as a guy who said that can't be done, but they just believed it so much that they're willing to do whatever it takes to get there.

Pete Shau 2:08

Well, in our experience, I mean, how many times in the last year or so have we put the right manager in a difficult location and it's completely turned everything around? And you think, man, I don't know if it can get any better, or I don't know if this situation is gonna be any better than what it is right now from where it was, and then you put the right person in there and they completely shock you and then turn it on its ear, and you're like, why did I put a cap on that? Why did I think that they couldn't do exactly what they're doing right now? So I do think it's it starts fundamentally with the with the culture and the crew, but I gotta say, I'm gonna look inside and say, maybe it's me. Maybe I'm putting a cap on them, and then I and I hold them to the the the expectation of that cap when the truth is I gotta believe it, and then I've gotta find somebody who understands that vision that I believe it and I know that they can do it and get them to believe it, get them to buy in on that.

Danny Lastra 2:52

Well, it's definitely partly our fault and upper management because we need to set that expectation. That's our job. Our job is to set the expectation and set goals, and once we meet them, push it again even further. Absolutely. Because there should there should never be a cap. There shouldn't be of why can't we get it to 1.5, why can't we get it then to 1.7 and then two and then to three? Why why are we shooting for 500 customers and not shooting for a thousand? And of course, you know, every company in this industry is a little different. I know Aaron's runs on a lot higher customer volume than the normal week-to-week rental company does, but I think it comes down to the vision and then executing that vision and getting the team to buy into it, which you just said is about the culture. And I think that's so important in this day and age of really getting the team, the managers to rally and buy into it. And that's a must. They have to buy into it. No if, ends or buts.

Pete Shau 3:47

Well, it I think buying into it is a big part for all of us all around. Because I'm gonna say the truth is this he said that it started with a meeting that they had, and it was kind of like that eye-opening meeting like, why aren't we investing in the people who are doing very well? And then we turn around and we vest all this time on on stores that maybe aren't doing so well. It takes an equal footing in both areas. You can't just look at a store and go, okay, they're not doing well. I'm gonna put all my attention here. But why aren't the other stores doing better? Well, maybe because we're not putting that focus on there like we should. And I think now that we have a good idea of what it can happen and what what can be executed when you look at something and go, hey, you know what? I'm putting a good amount into this, but what if I put a great amount to this? What if I believe and then I get my GM to believe, and then we get a crew to believe, and that works out. So today I wanted to cover the fundamentals of what you know Dan and his crew talked about, the basics on how to make a two million dollar store. Well, take it away. What do you think those fundamentals are? All right, so belief. Number one was belief. You said it, I said it, we gotta believe it can happen. One million dollar store is not the greatest thing anymore. I mean, everybody used to be big, right? They used to be the highest paid actor until they weren't the highest paid actor. Used to be the highest paid athlete till they weren't the highest paid athlete. Used to be the most important person in the world till they weren't, right? Uh Microsoft used to be the biggest, then they weren't. Somebody, you know, somebody used to be the richest guy, and then they weren't. And it was because the other people that were underneath them that hadn't reached their potential yet didn't let somebody else's top potential earning stop them from being what they wanted to be. So, hey, you know what? This guy's the richest guy in the world, but I'm not gonna let that change my view of what I want to do with my businesses and me being an entrepreneur and getting all the investments that I need to get. Oh, all of a sudden now I'm the top dog. That's how it works. And then somebody else comes up behind it, and you have to be hungry for it. So I'm gonna say belief and hunger are gonna be the first things that I've got to swallow and say, that's what I've got to show my guys. And then from that, I've got to find a GM who believes that and get them to believe in their working and their and their hard work and getting to believe that they can call upon the people that they have working for them to buy in and get that together. So the best thing that we can do first and foremost is believe and then build a crew around that belief that's gonna be successful.

Danny Lastra 5:49

Yeah, I mean, that is the most important fact. Anyone who's been in this industry will always tell you it's all about the people, it's all about the people in the store, it's all about the person running it, it's all about the upper management, it's all about people in general. And what comes after belief and drive and hunger is, in my opinion, more importantly than anything, is then customer report. You have to be a dynamic, outgoing person to put yourself out there. If you're gonna grow your company, your store, you have to be the guy out there shaking hands and kissing babies and being the face and not being afraid of being the face, whether it's digitally online or in person. I mean, that's the thing. You're gonna have to be that person. You're gonna have to constantly be putting yourself out there. Come talk to me, come see me. I wanna do business with you, I'm gonna take care of you. Being at the the football games, being involved in the community, it's commitment of achieving that goal after you believe and have the hunger for it.

Pete Shau 6:42

Well, I think you have to have the belief. You have to be willing to go out there and get it, and you have to have that hunger. So I would say, in my opinion, you know, you have that top dog status, like I can do better. I believe that I can do better. I'm gonna surround myself with people who can do better, and then I'm gonna show them how to do it. And in showing them how to do it, you really get them out of their comfort zone and being comfortably uncomfortable. And I think with that training, it gets people it gets people involved to see the results and the fruits of your labor together as a team. And man, I think that would just skyrocket anybody to do way more. I mean, nobody has to stop at two million, and just because you're not at two million doesn't mean you're not doing a great job. It's never that you're not doing a great job or you have to be here to do a great job, but we always want to set our sights on the stars so we can hopefully land on a moon. Somebody said that the other day.

Danny Lastra 7:29

Absolutely. And you know, let's talk about the training. The training doesn't happen in the introductory period of you entering the the company, the industry, the store. The training is constantly happening 29 years between the two of us, and we're training and learning ourselves. We're never not growing, we're never not adapting or evolving. So the training is a consistent thing inside the stores on a daily basis. And here's another thing as a store manager, if you really want to get to that next level from 1 million to 2 million, you're gonna have to learn to actually manage. And what I mean by that is, as we all know, a lot of store managers are doers, they're very heavily involved in the day-to-day activity, they're involved in their daily credit, they're involved in the daily marketing, involved with the daily sales, involved with the daily showroom, merchandising, inventory, all that stuff. And I think that's a good thing in the beginning, but I think that's the the too much involvement is going to also kind of limit you to break through that roof of getting to that next level because at some point you have to learn to take a step back and hold people accountable of delegating tasks and make sure they're getting the task completed. That comes with training and trust. Trust that those guys and girls are gonna get the job done in your place because you can do it all, you're only one person. That's why it's called teamwork.

Pete Shau 8:49

So, going back to one of our previous episodes, rent rent to own 101, when we're going over stuff, there's a basic view, and then as we go further into it, we talk about these more detailed, more dialed-in views. We had a question from Rick who sent us an email and said, Why do managers fail in the RTO industry? And I think one of the biggest answers that I could give is probably that right there. A lot of the managers know how to do the job, and unfortunately, they don't know how to manage through the job. And so they put a lot of it on their back and they do a lot of it themselves. And without really managing, without getting your team invested, without, you know, everybody from the DT with the delivery technicians all the way up to your system manager, everybody has a specific role that they play, but that's not their only role. And they have to be able to be rounded and invested into the goal of what of what the core values, as Dan said, of what the store is trying to do. And I and I honestly believe one of the main reasons why some managers fail in the RTO industry is because they're pulling all the weight. And you've got to learn to share that resolve with everybody because one person out of four, five, even ten employees in a store, will it make a difference in the overall? Yeah, it's nice to have that key player, but a quarter pack can't win the game by themselves. It's gotta be a team effort. And I think sometimes that they forget about that, you know. So the training, the leadership, the involvement of the team, and making sure that they're not the hardest. You always want to be the hardest working guy on the block, but you don't want to be the only hard-working guy in the block.

Danny Lastra 10:13

You know, I was reading the other day from the Dale Carnegie book, How to Win Friends and Influence People. Great book. Great book. And, you know, one of the things in that book that talked about was managing managers. Like, how do you, you know, that's what I got out of it. But basically, you know, you can lead people, but how do you develop leaders? And as upper management, as a divisional manager myself, I question myself a lot. Like, I think I do a great job of delegating, enforcing, reassuring, supporting. But I question myself on the ability, like, am I training my managers to be better managers, or am I just delegating tasks and having them execute it instead of showing them this is how you delegate a task, this is how you follow up with that task, etc. You do you know I'm trying to do an FP, right?

Pete Shau 10:57

Like it's just I think the whole key of the thing is that we learn how to do all the positions as we're moving up, right? I learn how to as a del as a DT delivery technician, I learn how to deliver, I learn how to rap, I know how to put in a truck. Then I go up to accounts and I learn how to call an account and how to handle that. I go up to assistants and I know how to do services and do customer relations, but never in there does somebody really say, hey, this is how you manage people, not your actions. And managing people is it it takes a very skilled person to learn that. I mean, we're learning that every day. We went to the Dale Carnegie class, thank you, Rant King, for that. But that was that was a huge eye-opener for me. And you know that. I mean, I'm a very old school, and I saw things in there, and I was like, oh my God, I I need to evolve. I I could get better. And one of the things that I think that we can do, I'm gonna say that myself, is that I can train people better on how to manage their crew better than they have been. It's not a it's not just a relationship thing in the sense that, hey, how are you? How are the kids? And it's great. You also have to be able to interact with them, get feedback. You've definitely got to be able to correct the actions, honest feedback without repercussions. Exactly. And you know what? Because if you're doing something wrong, you always want to be able to say, you know what, I might actually be doing that wrong, or you might have a better way to do it. Let's follow that that train of thought. And if they don't, you follow the train of thought and you say, This is why it's it's not good, let's go in a different direction. But you have to be willing to grow and change as a person. And I definitely believe that you have to have these honest conversations, and you also have to manage people, but show them how to manage people. That could be another reason why some managers fail.

Danny Lastra 12:28

I forgot which book it was, but it was a different leadership book, and it said the two most valuable phrases a leader can say is one, I'm sorry, slash my fault, and two, thank you. That's the two most. But but it's true, as you said, as you're coming up as you did the DT work, the account manager, you were learning every position, and then through the ranks, you even started learning how to manage customers, how to manage employees to get tasks completed. But in that process, let's ask ourselves has anybody ever forced you to train your replacement before moving up?

Pete Shau 13:03

You know, I had I did have some good DMs in at some point in time that had me train people, but not with the mindset that I'm training them because I'm replacing myself so that I could do better. It was always, you know, you're training this person with some kind of incognito understanding that you don't know where they're gonna go or what they're gonna do. And I believe that that becomes the open and honest feedback. I should have known and I should I should expect to tell the guys that work for me, hey, I want you to train this person to be just as good as you as you are, or not better, because they're gonna replace you in a positive way, not in a sense that they're just gonna replace you and then I'm gonna send you out to the wayside. If you are doing better and they have the ability to take over, where can I put you to make you or help you succeed even more in your career? And we never had that conversation. And now I'm thinking, well, that's a really big thing. I should probably be having that conversation with my guys. Why wouldn't I?

Danny Lastra 13:56

I should. What if we had two Chris Stirr's in Newport Richie or two Tom Lewis's in Haynes City? How you know, imagine? I mean, right now I I can see it in your eyes, the light bulbs, like, oh my god, like it'll be there in months. Exactly, you know, because just the the talent that they alone bring, well, why aren't we working with them to develop somebody else under them to be just as good as them?

Pete Shau 14:18

Well, honest story, and if you guys, if anybody knows Chris, they're uh one of is he's a great manager. We've worked together for years and years, and he's running my new Port Ritchie store uh for ranking. And like literally the day when I got back, I sat down, hey man, we got to talk. We're gonna be a two million dollar. That was the that was the exact conversation. We're gonna be a two million dollar store. No, heads are buttons. No pads are butt on the sofa, and man, I'm just telling him, this is what we're gonna do, and this is how we're gonna do it. And I said, you know, uh, and you know how we are, put it out there into the existence. 2023, we're gonna be a two million dollar store. And I'm telling you guys, hold me accountable. Please send me an email, call me in the next year and say, hey, are are they there? And I'm gonna tell you the truth. If we're not there, we're gonna be darn close to it because that's that's how I feel. That's how much I believe in it. And then I, you know, taken out of what Dan and Pat and everybody said, just believe it. Believe it. And I and I think that belief goes a long way because, you know, we're standing, we're actually a little bit of story, we're sitting in the front row right before we have our our time to have a speaking, right? And we're and we're sitting right in front of Dan and Pat and Ray, and they're just giving this thermometer like, oh my God, how are we gonna follow up the two million dollar crew? I mean, Dan, the two million dollar man is sitting here telling us how to make some really, really good money, and we're we're up next. Uh so I felt a little intimidated. It was really nice to be up there and close to these guys and have them listen, listen to how it is. You know, they put a great PowerPoint together, and we're constantly talking about it because I'm gonna tell you guys what the the million dollar crew, the million dollar cap that we have put on ourselves in this industry, it's gone. We can do better. And I don't even think it's a two million dollar cap. I think it's just watch me go.

Danny Lastra 15:47

No, no cap. And I mean that in not just the new generational terminology, not telling a lie, I mean no cap, no lid of of exposure, no lid of the potential, because you don't know what the potential, you know, and this I'm gonna I'm gonna I'm gonna veer off a little bit. This goes towards life in general. People put a cap on their own capabilities and on their own destinies because for numerous reasons, a lot of times it's excuses and obstacles that they're afraid to overcome. And the number one obstacle is because it's never been done before. And Pete, we were just talking about this earlier today. I mean, there was a time where nobody flew an airplane, but yet these two brothers, the Wright brothers, build this huge aircraft and people thought they were crazy.

Pete Shau 16:33

I believe it's generally because they had that name, that the right name.

Danny Lastra 16:37

The right, you know, but uh, you know, but they thought they were crazy, and that you know, we if we were destined to fly, then we would have wings. We're not men aren't supposed to be flying, but now look, look at all the aircraft there are out there. We were told one day that we were gonna have computers in the palm of our hands. That okay, nobody really believed that. Now we do. Now we have cell phones that have the capability of all the computer technology in the palm of your hands, FaceTiming, the social media, the web, you know, all this stuff that never existed before, and all these people that created it, they were crazy or that they were delusional because uh, you don't know, you know, it's never gonna happen. Now look at what the world is. So you shouldn't ever limit yourself if you got if you believe it, achieve it, go get it, and go after it.

Pete Shau 17:23

I think that we as a whole, as a group, are always fearful of the unknown. And of course, being fear-filled in the unknown is a human trait, but we also have to be willing to be the pioneers, right? So at one point in time, the world was flat, and nobody wanted to disbelieve that except for a couple of guys who said, you know, that's impossible. And they're like, You're gonna, you know, you're gonna sail right off the edge, you're never gonna come back, you're never gonna see your family again. Don't do it. Just don't do it. And they set out amongst the fear and the unknown, knowing that somewhere deep down in their heart, they were going to be successful, they were going to show everybody how different their view of the world is. And I believe that there there are those pioneers out there that once once you get into your system, you get in your head, an idea, that inception is never going to change. You're gonna be that person, you're gonna feel that way. And until you get out of your system, it'll never change. So we encourage everybody here to be a two million dollar store and do what they have to do to make that happen. And being a pioneer in anything is always fearful, but I can tell you that at the end of that ride, it is an amazing journey that you would never trade for anything in the world. Being on this podcast is something that I would never trade for anything in the world. I enjoy what I do, I enjoy being a DM. You know, some people don't understand the vision until you're, you know, you're happy as anything can be because you've overcome the unknowable. The unknowable of not knowing if you can make a two million dollar store, if you have the right crew. Again, sometimes you got to change out the crew. Sometimes you got to move people around. One of the things that Dan had said with his guys is that they used the working genius. And the working genius was a way to figure out what is your what are your strong points? What do you do well and what does somebody else not do well? And can we marry those together and make it work? How do we create that dynamic assistant and GM in a store? Well, that's one of the ways they do it.

Danny Lastra 19:06

Correct. And it's you know, the the working genius is a couple of is an aptitude test, it's a personality test because okay, and we're dealing with people, and you almost have to separate the the personal and business because you know, personality-wise, you might not mesh well, but the business-wise, it makes sense. You know, you you might have someone that's a very structured cross and t's, down the eyes, and then you have an unconventional manager that wakes up and they have a plan in their head, but they don't have to map it out on a paper, and we're just gonna shoot from the hip. And I'm an executioner, you know? You know, you have a you have a planner, you have an executioner, and then you know it it it's a great partnership. You're not gonna agree on everything, but it works, you know. I mean, that's us, Pete. You know what I'm saying? You're you're a guy that you you want to see all the facts first. Let's let's look at this, let's put it on paper, let's try to map it out, let's draw it forward. And I'm already firing. I got the guns out, and I'm just pew pew where where am I? Do I need to aim higher, left or right? Like, and you're like, bro, we didn't even go over the manual yet. But if you pull me back and I'm slinging you forward, you pull me back, I'm pushing you forward, and that's how we you know help each other out. And that's how the stores need to be. And you know, we say this all the time: every every store needs a good one-two punch. GM with a very solid assistant, the GM and assistant should be opposites to balance each other out. If you have a very credit-minded store manager, that assistant should be a dynamic sales associate. And vice versa, if you have uh a great store manager that's sales-minded, then that assistant needs to be very credit collection minded or operational minded, however, you want to balance that teamwork out. Because again, you can do it all on your own. But even if the personalities aren't there, that that operational analysis right there will help you move the ball forward. And you know, let's talk about that. So you have the belief, you believe you can do it, you got the the drive to want to do it, you have you have the personality to be out there, but then then it also comes down to the next step is the culture in your store. You have to change it, and you have to talk about it every single day, and that's part of the team buying into your vision. But it's setting that tone every single day that we're gonna get rents, we're gonna get sales, we're going to drop credit, we're going to make the floor look awesome, we're gonna be the best there is every single day in and day out, and making the team buy into that culture, being uniformed, looking good, looking sharp, positive attitude, smiling all day long, high-fiving every hour, where we at? Where we at? You you gotta set that tone and draw in the culture. Everybody has to be into it. They have to want to be a part of it, and then the success will come. It's days that turns into weeks, the weeks that turns into months, months that will turn into the year, and that's where you'll get the overall results.

Pete Shau 21:39

I couldn't agree more. That's that's it's something that you have to stay with all the time. Um, and if you don't stay with it all the time, you're gonna see dips and and trends that are just not consistent. You have to believe in it. When you believe in it, you have to stay with it. Sometimes we get excited and we get those dreams, and we're like, Yeah, yeah, yeah. When the first thing happens, we kind of like we lose a lot of steam, and we're like, oh man, and You know, maybe it's not the you can't lose that belief. You've got to believe it to the core. And just like you know the sun is gonna, you know, rise in the east and set in the west, just like you know every so often you're gonna have a full moon, you have to believe that it's just a stepping stone. This is just a speed bump. Life is is gonna give me uh, you know, it's gonna throw it everything it can at me, but I'm gonna learn what I can from this situation. So, you know, you have the belief, you have the culture, you have the training, you have the ability to use the the working genius to figure out who's the best on your team, and then you have to stay consistent in that culture to make it grow. So the biggest question that I have is which store do you think is gonna be there first?

Danny Lastra 22:37

Uh if you're talking about just inside of our company, P, you know me and you already have a bet going on between Haynes City and Newport Richie, and you know, it I think it's gonna be a good race. You know, of course I'm shooting for my guy, I know you're shooting for your guy, and that's what makes the friendly competition. But the the real goal is to have them both there. You know, the that's the real goal. I want us to both say that next year both stores are at our two million dollar revenue. The competition will be who's at 2.1 and who's at 2.2, you know. So but that's that's the real goal. And then, of course, with everybody underneath, you know, it's all goal driven. So, how do we get the small stores to a million dollars? How do we get the million dollars to 1.4 million? How do we get the 1.4 to 1.8? You got to go across the board, look at the stats, look at your stores, and set each one as a goal. As a division, we set a goal as well. And don't take your eyes off the prize, you know, every day you got to track it every week. What are we doing to counter the losses? You're gonna have bad months. It happens. We we're coming out of the summer. The first real post-pandemic year, 2022, you know, 2021 was actually great for our business. Let's call spade a spade. And now this is our first year we're really experiencing like, oh my god, we didn't have a great summer like we did the past two years. Well, no kidding, but now we're experiencing it's almost like we forgot what 2019 was like. But you can't let that fade you, you can't let that upset you to a point where you feel defeated because we're not, because it's not over yet.

Pete Shau 24:02

Well, it's not how you start the race, it's how you finish.

Danny Lastra 24:05

It's how you finish, and and it's over December 31st when you see how you did for the year. So there's still four solid months to make up any losses, to gain ground, even if now the goal has changed. Because sometimes it's changed. Sometimes in January, you have a goal for a high growth and you take some losses. Now the goal kind of changed. Well, man, let's just break even this year and we'll we'll start again next year. That's okay. It happens because then that will be considered a win. A lot of upper management and owners would say that hey, we took some losses early this year. If you could just break even, we'll take that and then we'll start over again next year. So I think we got to go store by store. I think every company should do that. Set those goals and let them know it's not over yet. We still got a whole nother fourth quarter to go. We're about to wrap up the third, and we just gotta every single day fight with everything we got. Blood, sweat, and tears.

Pete Shau 24:54

Blood, sweat and tears. Listen, and we want everybody to know that we have been enjoying this. We are gonna have a few t-shirts that are gonna be available coming up soon. No time frame on that, but pretty soon, probably within the next month or two, we're gonna have those available for anybody out there who wants to be a part of the RTO show. Also coming up, we're gonna have a review with some people, some interviews that we're gonna have going on that we want you to be a part of. We're not gonna mention any names right now, but we do want you to kind of listen in because we got some heavy hitters here that they can really explain what's going on in the industry. So keep close to that and please send your emails and your questions and your comments to Pete or Danny at the RTO Showpodcast.com. And and let us know what you're thinking. Let us know how we're doing. If you guys have any questions, please hit us up. I think we've done all we can to talk about the two million dollar man, Dan Fisher, and his guys, Pat and Ray, and and they had a great showing at the A Pro show. We kind of modeled this entire podcast after what they what they said. We sat there in the front row. I don't know if they remember us, but we were pointing you guys out, asking questions because we were just, you know, in awe of everything you guys are doing, and uh, we really appreciate all the knowledge you've shared with us.

Danny Lastra 25:58

And don't forget, guys, in about two and a half weeks, September 26th, 27th, FRDA in Tampa, Florida, we will be there uh representing Rank King, representing the RTO show. We will love to talk to anybody that wants to talk to us, bounce ideas off your heads, our heads, what's working, what's not working. Of course, there's gonna be vendors there with great deals to set us up for the fourth quarter. I'm looking forward to seeing everybody there. So I did create an event on our Facebook. Go ahead and like it, share it, talk to us about it. If you want to meet up beforehand or at the show, we can do that as well. And I know it's gonna be a great time, it's gonna be another great experience, and we'll probably do a recap of that like we did with the Indiana show. You guys have a great week, and we will catch you later. This is Danny and Pete on the RTO show.