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Shop Talk Her Way is where former shop owner and coach JeanAnn Saint Grace opens up the books on what it really takes to run a profitable, sustainable, and well-balanced auto repair business.
With decades of experience in bookkeeping, operations, and leadership, JeanAnn brings an honest, no-fluff approach to shop management — all from a woman’s perspective. From financial systems and staffing to communication and culture, she shares insights that help shop owners (and especially women in the industry) take control, build better businesses, and enjoy the ride.
Whether you’re turning wrenches, balancing the books, or scaling to your next location, you’ll find encouragement, strategy, and a healthy dose of “you’ve got this” in every episode.
Shop Talk Her Way is an AutoFix Auto Shop Coaching production — helping shops thrive, her way.
Thanks to WorldPac and the WorldPac Training Institute (WTI) for sponsoring Shop Talk Her Way. Visit worldpac.com for the latest in auto parts distribution and wtitraining.com to explore training programs that can take your career to the next level.
JeanAnn SaintGrace [00:00:00]:
I've heard time and time again, and as a, as a shop owner, I am guilty as charged as well of that'll never work in my shop. That'll never work in my shop. That'll never work in my shop. And then you start talking to other peers and they're doing that thing that you said would never work in your shop. And you're like, oh, hey, maybe we should try that. This is Shop Talk Her Way with JeanAnn SaintGrace. A very wise and influential man in our industry once said, whether you think you can or you think you can't, you're right.
JeanAnn SaintGrace [00:00:38]:
Hi, this is JeanAnn SaintGrace with Shop Talk Her Way. And I'm so excited to be here with you today. If I left you with a little bit of a trivia question there, the answer to that is Henry Ford. Henry Ford said, whether you think you can or you think you can't, you're right. And so today's episode is about leadership. It's about limiting beliefs. It's about the boxes that we put ourselves in that we think we can't get out of. And as owners, as technicians, as advisors, as anybody working in the shop space, it's easy to fall into the trap of I don't think I can.
JeanAnn SaintGrace [00:01:15]:
And probably where we see this the most is whether a crew can produce a certain amount of money. If there's a ceiling to the amount of money that can be produced or sales that can be produced out of a shop, whether certain systems can be put in place and be successful. There's all these places where it's possible to hear I can't. And it is so important that we really keep an open mind because without an I can somewhere in our lexicon, we're just not going to get where we need to go. So if you've been sitting in the bleachers kind of watching the world go by and wondering, what can I do to make my business better to get where I want to go? Whether it's a certain amount of take home pay for an owner or a certain amount of profitability, your mindset is really the thing that keeps you from getting what you want. And if you just really think you can't, it's never going to come to fruition. So I don't always do this, but right now I would just like to really challenge you to think of the places where you have an I can't that comes up for you on a regular basis and turn that into an I can't. And sometimes that takes some out of the Box thinking.
JeanAnn SaintGrace [00:02:39]:
Sometimes it takes talking to somebody about it. And I think a lot of times, especially for shop owners, but again, for just about anybody in the shop, admitting that we don't know the answer to a question is often one of our biggest challenges. And sometimes it's powerful to either go to our team or go to a group of our peers and say, I'm having a problem with this and I don't know what to do. So I need to fix this problem and I cannot come up with a solution. So can you please either listen to me talk about possible solutions or, or let me tell you my problem and have you help me find a solution. What I find a lot of the time as a coach and even as a shop owner was that having a conversation about it really helped to get me over whatever hump I thought I was on. So I know a couple of ladies and each, they work at different companies, but they are remote service advisors. And I was wondering, how in the world do you make that happen? Like, I cannot conceive of how that could possibly work.
JeanAnn SaintGrace [00:03:57]:
But these two ladies came up with a solution and I think it's genius. Like, I think that is a genius way to pinch hit if somebody's service advisor goes down to have them on retainer and to have them come in and handle the service advising remotely while your team members out sick or on vacation. It's an elegant solution to a widespread problem. And I would never have thought that would even be possible. But these two ladies engineered something completely new in our industry. And you can think about, you know, even our, our shop management systems, you know, they can't possibly do this, they can't possibly do that. But guess what? They figure it out and they do. And even, you know, with the onset of AI, the things that we can do with AI, whether they're structured from another company or these classes are being taught for people to build their own AI models to help them run their shops more smoothly or to pull different levels of information out of their shop management system.
JeanAnn SaintGrace [00:05:04]:
Who would have thought that we could do that? So we are really in this age of I can and you know, people are fixing problems we didn't even really know that we had. So my challenge, again, thinking back to what, what are you bumping up against and what are you having a challenge with really needs exploration. And then the next question is, how long have you been struggling with this? How much energy have you given to it? How heavy is this weighing on your heart or your mind? And could a simple conversation fix that? A Lot of us think that the people that are in our industry, especially if we're in the same market, are our competitors. And I really, again, would challenge you to think about the people that are in your industry in the same towns, in the same market as collaborators. It would be nice if we were, you know, super busy, had a crazy problem, and we could call the shop down the street and say, hey, I'm having this challenge, and I'd really love to bounce this idea off of you. With, you know, the advent of the Internet and Facebook and other online forums, I think a lot of at least technicians have, you know, entered into these discussions of this. This thing is kicking my bum around the shop, and I really need some help, or I found this crazy thing, and maybe this will help somebody in the future. And opening yourself up to that level of vulnerability and saying, I don't have the answer is, is really pretty powerful.
JeanAnn SaintGrace [00:06:53]:
It really opens up a new realm for us to explore. And I am so. I'm so interested these days in helping people fix their challenges and finding out what's holding them back. And. And it's. One of the unique things that I'm able to bring into my coaching is, you know, what are we bringing from outside the shop into the shop, and how is it creating problems in the shop? So where is this challenge coming from? A lot of people have challenges around how much money they should or can earn before it puts them into this space of being greedy or being the boss or, you know, these labels and judgments that come with people who might think that there's some kind of a problem with earning as much money as you would like to earn. There's. There's heavy judgment on that.
JeanAnn SaintGrace [00:07:57]:
Like, if you go from being a technician to being the boss, then you become the man and automatically the enemy. And so where in our worlds are we making these judgments both internally and externally, and is it holding us back? This is one. The money stuff is really, really interesting, for lack of a better word, when you start to get into it and how past experience has framed our references around money. If you, as, say, an advisor or even as a technician were told, oh, you're greedy. You just want too much money, and you're lining your pockets by trying to sell me this, it kind of shatters something in us and says, well, that was not my intention, but I don't ever want to be that. And so we might be limiting ourselves on our labor rates or on our profit margins or how much money we take home because we're. We're scared of people judging us. And I mean, there's.
JeanAnn SaintGrace [00:09:07]:
There's levels of, in. Of earnings, right? But as long as we're acting in our integrity and authenticity, the sky's the limit for how much a shop can earn, how much profit they can make, as long as they're doing it authentically and with integrity, the nature. I mean, I know that they're out there, and it breaks my heart to even think that, but there are people in business out there just to take advantage, who don't want to offer service, who don't care about people's safety, who just really are in the money, in the business for the money. But I don't think those are the people listening to that today, to this today. I really think that my audience, the shops that I work with, all are good, honest people and just really want to do the best that they can. And in that frame of reference, then you should earn as much money as you want without judgment. If you want to buy a big house or you want to have a boat or you want to have a fancy car, you know, there's no judgment on that. It's just fulfilling your dreams.
JeanAnn SaintGrace [00:10:16]:
And there's a lot of people that are saying that, you know, shop owners don't care about their technicians or don't care about their teams, and there might be shop owners, there might be shops out there like that. Again, that's not the experience with the shops that I work with. Most of them are very concerned about how much their teams make and how much they might even cut their own pay to make sure that their people have the earnings that they need. So where are we limiting ourselves? Where are we stopping ourselves from success for fear of not even outside judgment, but our own judgment? Someone very close to me, it will go on about, quote, unquote, rich people. And I hate to break it to him, but he's rich people. He just has this. This brick wall that he hits sometimes. And.
JeanAnn SaintGrace [00:11:16]:
And it's not out of jealousy, honestly. I think sometimes it's out of fear that they don't. That they don't measure up or that they don't deserve it, that they haven't done enough to earn that kind of wealth and to deserve it. And the truth is we all deserve to have the lives that we want to have, to live in the. In the house that we want to live in, to have the toys or the. The things that we want to have and the families and. And the travel and the experiences. And that's all of us, from the shop owner to the whole team to the advisors and the technicians.
JeanAnn SaintGrace [00:11:56]:
And I'm so, I guess, afraid is might not be the right word. But it concerns me that we have people in our industry who are so tangled up in judgment that it's impairing their business success. Their ability to take care of their customers, their ability to take care of their teams and to be a team member. We have a lot of technicians out there and even service advisors walking wounded. They have been taken advantage of by other employers and they come into a shop that really wants to help them excel, to make sure that they have good earnings, opportunities for growth, opportunities for training, good benefits. And they think, man, this, this is too good to be true. There's got to be a catch. There's got to be a place where this is going to go sideways and they're not going to deliver what they're promising me and I'm just going to end up getting hurt again, which then helps them or forces them to stay in the place where they are.
JeanAnn SaintGrace [00:13:02]:
That might not be an ideal situation. And I hear this from shop owners, so I'm not, I'm not guessing about this. I have a shop that they do a very extensive hiring process and it takes them a lot of time to get over the distrust that a lot of techs have. You know, they have a very different pay plan. They do hourly, plus a gross, gross profit bonus. And texts are very distant. They think it's, it's, pardon my language, crap. They don't understand how it could possibly work.
JeanAnn SaintGrace [00:13:46]:
They think that the owners are going to take every opportunity to try to screw them out of their bonuses, that they're going to nitpick the sales to death until they get out of having to pay any kind of bonuses. And it's really heartbreaking. It's really heartbreaking to think that, that these people have lost trust in shop owners, in people in, you know, as employers who might actually hurt them instead of work for their best benefit. And I mean, as an advisor, you know, and having had my own shop, I dealt with that at the counter. And everybody has, right? Everybody's had that customer who, you know, comes in damaged. They've been hurt by other shops before, they've been taken advantage of, and they come in hard and heavy with, I only want this and I'm only going to pay this much money. And, you know, any, any opportunity to build trust with them is completely out the window because of their previous experiences. So that's another area that we need to release judgment in, is to not prejudge either our Customers or our people on our teams or as team members, your owners and management, because they might actually have your best interest at heart.
JeanAnn SaintGrace [00:15:14]:
And as much as my clients who have this extensive hiring process, you know, team members should take a lot of time getting to know an employer. They should take every opportunity that's offered to either be in the shop to speak to the owners, to get a feel for what they're thinking and feeling and really open themselves to the possibilities. Now that, that's sometimes a challenge and it makes them scared and it makes them vulnerable and it's hard, I think, in, let's face it, a male dominated industry to accept that, that as men they might feel afraid that they are eager for the possibility, but to, to beat down to having been taken advantage of, having had their, had their hand bit one too many times by, you know, employers who did take advantage of them, who promised them, oh yeah, we're a busy shop and you're going to work flat rate and we're all going to make a bunch of money. And that money never materializes. But that's, that's something that we have to overcome as an industry and as a participant in that conversation. We have to be open and honest both ways. I think that it's incumbent on the owners to really lay out the opportunities that lay that are before their prospective employees and also for their prospective employee to really take advantage of that time and learn to understand. I also think it's really important that our owners start to have a level of transparency about how money is made in the shop because there's another group of, I think, misconceptions that, you know, the, the owners are just raking in tons of cash and they're, they're taking advantage of their team members by not paying them enough.
JeanAnn SaintGrace [00:17:29]:
And I'm not saying that you need to show them every single receipt and every expense, but at least giving them percentages of what it takes to keep the shop open and to keep it profitable so that the shop can continue to run week over week and year over year. And I've been a little on the fence about sharing this because I don't necessarily know that it's the right venue. This feels like more of a conversation during a class. But I'm just going to go ahead and throw it out there and see what conversations pop up from it. And I know that there are other coaches and other coaching companies, other models out there, but the model that I coach is that for every dollar of sales that comes into the shop, that 20% of that dollar 20 cents out of that dollar goes to cover labor costs for technicians. That up to $0.10 out of that dollar goes to Cover Service Advisors. Then $0.20 out of that goes to cover parts costs. So that would leave you with a 50% gross profit, sales after cost of goods sold.
JeanAnn SaintGrace [00:18:43]:
And I do consider labor part of cost of goods sold. And then that would leave 50 cents out of every dollar to service fixed costs, things like rent, utilities, purchasing tools, any kind of shop, administrative costs as far as owner's payroll or office help, payroll, all the subscriptions that, that are needed in the shop for shop management systems, information systems, Internet, all of those things. And training, although you could argue that training needs to be in that, that labor cost and that would be 25 cents out of every dollar. And that at the bottom in the, in the net profit line would be 25 cents left over. Now this is a well run shop with, you know, an appropriate amount of fixed costs, an appropriate or whatever deemed necessary salary to the owner. And that bottom $0.25 that, that last quarter that's left over is to do things like buy better tools, buy big equipment, purchase lunar cars if you want to, have a loaner fleet, fund, you know, improvements to the buildings, pay taxes, income taxes. That's what that bottom profit line is for. And, and there are owners too who share that out amongst their team if that's what they'd like to do with it.
JeanAnn SaintGrace [00:20:28]:
And I know there's probably other models that, that, you know, push those envelopes one way or the other, that's the one that I like and I think is attainable. And what that also means is that for every dollar spent in the shop on fixed and overhead expenses or anything else, if you want to buy equipment, that means that if you spend $1 on equipment, you have to have $4 in sales to pay for it. And because there's four quarters in $4 that drop to the bottom line and I hope that math is straightforward and simple enough because I would prefer to do this with, you know, like a presentation and show you guys the breakdown. But if you can imagine having four quarters and breaking them down that way, I think that gives you a pretty good idea. But the most important thing about that, that whole conversation is that we're sharing that with our team and letting them know what the profit model looks like and why do we want a certain amount of hours produced or a certain amount of sales or gross profit per hour or net profit per hour? You know, these are the conversations that we need to have as owners to help our Team understand? You know, if we're looking at them to especially technicians to produce a certain number of hours, then they need to understand where that number is coming from, that it's not just arbitrary and this is a place where the I can't can really crop up. I can't make that many hours because insert reason here. The service advisor does this, or we have to do DVIs or we can't sell parts for that much money or you know, the other guy in the shop is always using my, this tool that I need or whatever the reason slash challenge might be to achieving those goals. We're up against an I can't.
JeanAnn SaintGrace [00:22:38]:
And if we're in an I can't, then we all know that we won't. So as a leadership standpoint, or from a leadership standpoint as an owner or even as a service advisor or a shop manager, shop foreman, and even as a tech, you know, the techs can be leaders in their own right and they can help other people in the shop under understand. Yeah, you can. And if everything's built out right, you know, it would be awesome to think that we could get everybody to 100 plus percent productivity. But a shop can be very profitable with 75 to 80% or 70. Yeah, 75 to 80% productivity if everything's structured right, if the pay plans are set up properly. And then anything in that range on up to 100% is a win win for the shop, the customer and the, the team members. So where are the I can'ts in your shop? That's really my question.
JeanAnn SaintGrace [00:23:43]:
When you hear somebody say I can't or we can't or that'll never happen, what are we doing to counteract that? Where are we coming in to say if you think you can't, you won't, but how do we find an I can in this? And maybe it's not to go from 60% productivity to 80, maybe we need to hit 60 several times and then move the, the goal to 70 and then move it to 75 and then to 80. Maybe we need to have some training. Maybe we need to do a productivity study and see, you know, are our workflows where they need to be? Are we saving the tech steps? Are we saving bottlenecks in the system by having the right parts ordered? Or is our, is our parts ordering correct? You know, where in this workflo can we create efficiencies or, or slim it down so that it's more of a smooth process and less turbulence? Are there outside forces that can make this a Challenge. Absolutely. Absolutely. And we could all name them, right? Cars, how cars are designed, weather, corrosion, wear and tear, parts availability, parts reliability, parts authenticity. You know, there's a myriad of challenges that are out there that will, you know, bottleneck a shop. But if we can take the I can't out, then do we move through those moments with less turbulence? Does everybody move through it with a lot more grace and ease and be like, oh, well, then we just.
JeanAnn SaintGrace [00:25:29]:
This is our process. We're going to follow our process, and that's going to get us through the situation. And I think this is definitely a leadership position that we need to take, that we need to be the I can. And it's kind of funny now that almost every conversation about leadership comes around to culture and engagement, but it's true, because as the. The leader of our shops, then we need to be the ones in cheerleading and letting them know, hey, you know, this was a bump in the road. We're gonna get where we need to go. We just need to take a little detour here, and we're gonna get there. But we need to do that on a day in, day out basis.
JeanAnn SaintGrace [00:26:15]:
We need to be the one setting that tone of, oh, well, there's a challenge, but we're gonna get through it. We have a team. We have processes and procedures, and we're gonna get there, and it's easy. And don't get me wrong, I've been frustrated, too, when, you know, everything seems like it p. Seems like it goes wrong, and that energy of frustration will. Will ripple through a shop. You know, humans are essentially prey animals, and we have a tendency that when one person starts to panic, then the rest of us start to panic, and then everything really, really goes in the dumps, and everybody just seems like they. They kind of lose the plot.
JeanAnn SaintGrace [00:27:01]:
So it's really important as leaders to pull the team together, have a cheerleading session, and be like, hey, guys, this happened. These several things might have happened. And by guys, I mean guys and gals, you know, that we. We had this little setback, or we had a series of setbacks. But you know what? We're going to reset, and we're going to keep moving, and we're going to do this again now or tomorrow or whenever you decide to have the team cheerleading session. And it's so important for us as leaders to believe that. And so we have to really challenge ourselves, really dial up our game, and really believe that these setbacks are minor, that we can overcome them, and that as a team, we're going to get through this and move on to the next thing. So really start looking for the I can'ts in your shop and get your team involved in how they become I cans or we cans and then start to watch the progress.
JeanAnn SaintGrace [00:28:01]:
You know, if we're not measuring, then nothing really happens. If it's not written down, it doesn't exist. Right? So, so take a benchmark. If it's for sales, you know, on this day, take a benchmark and see, okay, these were our sales and our new goal is this and we're going to implement this one thing and you have to be willing to pivot. I've heard time and time again, and as a, as a shop owner, I am guilty as charged as well of that'll never work in my shop. That'll never work in my shop. That'll never work in my shop. And then you start talking to other peers and they're doing that thing that you said would never work in your shop and you're like, oh, hey, maybe we should try that.
JeanAnn SaintGrace [00:28:46]:
And so I encourage you again to, you know, when you're catching yourself using those nevers won't can't that you examine why you think that's the truth. And also when you're bumping up against how much money your shop's going to make, how much you as an owner is going to make, how much your team might be making for, for wages and bonuses, think, wow, you know, these are awesome numbers. Not, oh, gosh, that's ridiculous or oh, people are going to accuse me of X, Y and Z. You know what, it's nobody's business but yours. And so don't get caught up in the dollar figure. Get caught up in what those dollars mean and what opportunities they bring and how that makes big differences in the lives around you. Don't get caught up in the, in the, this will never works. Get caught up in the, this will work for me.
JeanAnn SaintGrace [00:29:47]:
So I'd like to take just a minute to thank the sponsors of the podcast, worldpac and worldpac Institute. Worldpac has been an industry partner for however many years, I don't even know, but a long time bringing quality parts and service to our industry. They've also committed to making an investment in our industry by offering the WorldPAC Training Institute, where they offer everything from free one hour weekly classes for our management owners and technicians on up to, you know, evening and weekend classes that they do charge money for, but they bring to our cities and towns to help our teams get better and across the board improve the industry. So I am super grateful to have WorldPAC and the World Pack Training Institute as a sponsor. They've been an excellent partner to me here, and then they've also been an industry partner out there in the world where you guys are turning wrenches every day and serving customers. So I want to thank them especially. So where do we go from here? I don't want anybody to think that I am such a Pollyanna that I think there's never any really big problems. If you guys know anything about my story, you know, we had our own share of problems trying to hire a certain service advisor that would represent our business the way we wanted it to.
JeanAnn SaintGrace [00:31:20]:
Building out a team. We had tremendous challenges building out a team, and we'd get just the right mix and then somebody would decide they were moving on and put a complete hole in the plan that we had. So I did not live in a perfect world, but we lived in a good world. And we continued to pivot and keep making things work up until they just couldn't because of my husband's illness. And then we pivoted and we found a new way for us to live. We found a future for the shop with another owner and a future for our teams with that new owner. And, you know, so I know there are some things that it's really, really hard. And if I leave you with nothing else, it's that any challenge can be overcome, that any challenge will push you to the limit of your leadership abilities and then push you some more until you grow as a person and grow as a leader and grow as a human being.
JeanAnn SaintGrace [00:32:24]:
And don't get caught up in the downside of it is because almost every downside has a silver lining. Like I said, whether it's personal growth or growth as a leader or a change into a new lifestyle or a new life, period. You know, our challenges can bring us really powerful gifts. And when you're in the middle of it, it's really hard to see. Believe me, it's really hard to see the silver lining when you're dead in the middle of it. But once you get some time and perspective, you can see how things generally do work out for the best. And I really want to leave you with the thought that things can always get better. And a lot of times we are the ones who hold the keys to open the doors that makes things better.
JeanAnn SaintGrace [00:33:21]:
And as a coach, if you. If you ever need somebody to run an idea by, or you just flat need coaching, or if you need an outside opinion, find somebody who you trust to give you good advice, who will just Sit and listen to you talk and then either give you, you know, some. Some ideas to help make your idea better or point you in a different direction, or at least give you a place to say, I don't know what to do, and then build from there. Don't get caught wrestling these alligators by yourself. I think, as people in general, none of us want to admit that we don't have the answers. But as owners, we definitely don't want to be seen to lack knowledge or to not know what to do. But showing that level of vulnerability, opening yourself to the possibilities that you haven't thought of, those are powerful moments. And those moments are the ones that generally get you pointed in the right direction.
JeanAnn SaintGrace [00:34:32]:
But one of my deep concerns across our industry is the high level of emotional stress and broken dreams and things just not going the way we expected them to. And a lot of people will get siloed into not wanting to admit that things aren't going the way they want, or not having the answers or afraid to admit they might have made a mistake. And I can honestly tell you that the moments when I said I've made a mistake were the moments where I grew the most. So have some trusted advisors around you. If it's another shop owner, if it's a coach, if it's a peer group, if it is, you know, someone with gentle ears that you meet on the Internet, you never know where the wisdom will come from. So, you know, and my offer to all of you is, is that if you ever need a call, if you need to unload something, if you need some help with something, it could be a quick question, or it may be something that you actually need some coaching on. Please don't hesitate to reach out, because if I don't have the answer, somebody within my network does, and I'm going to be happy to put you there. And I guarantee there are other people out there who you know are going to be happy to answer that, comment on a Facebook page or in a forum or.
JeanAnn SaintGrace [00:36:00]:
Or pick up the phone if that's what's needed, and be like, how can I help you? There's a tremendous number of good people in this industry, and if you are faced with the challenge of a lifetime, then you are not alone in that, that there's a shop owner out there who's been there and done that, or a coach who's been there and done that, or some human out there who has gotten through the same challenge. And their solution might not be your solution, but at least you know that you're not the only one. And you're not alone. That was my experience when we were in coaching with our shop and had a 20 group where we had trusted people around us who were, you know, with varying degrees of success implementing processes and procedures that we were challenged by and getting their ideas. Also hearing somebody say, oh yeah, I've been through that, this is how I got through it. And to know that you're not alone, but as most of you or some of you know, that our industry per capita has a very high incidence of suicide and hope, hopefully we can all agree that no matter how bad things are in the shop, there's a solution that is not that. And I would much rather give anybody a half hour, an hour or two of my time if the difference is that or them, them harming themselves irreparably. So I know that's a little bit of a serious tone, but I think it's a serious subject and I think it's something we need to talk more about and make sure that our brothers and sisters in the automotive industry have the support and the care that they need and that nobody gets stuck in a bubble or in a vacuum or in a silo that they can't get out of and they, they take, they take those kind of matters into their own hands.
JeanAnn SaintGrace [00:37:54]:
So with that all being said, thank you for joining me for this episode of Shop Talk Her Way. A little bit related to the profit model that I talked about. I am offering what I call Profits on Target and it is a four week intensive coaching program where I help you find the whole in your accounting system versus your shop management system, find ways to improve the, the accuracy of the transfer between the shop management system and your accounting system and then also to build out a profit and loss that works for you. And I have unfortunately been in the position of finding some pretty large discrepancies and even under the eyes of an accountant, sometimes those things slip through the cracks and they can have large ramifications within the business, not only for tax purposes but for other businesses. So if you're interested in exploring Profits on Target with me, please don't hesitate to send me an email, get on my schedule, we'll have a talk about that and we can get you signed up for that four week intensive. It's been fun for me to do that with clients and the clients who have done it come out with a, a much better picture of their profitability as a shop, know that their numbers are correct and then have a useful tool in their profit and loss and their their accounting systems moving forward. So that is something that we at Autofix are offering and I'm spearheading that. So if you have any interest in that, please don't hesitate to grab my contact information out of the show notes and bring that to us.
JeanAnn SaintGrace [00:39:48]:
My closing remark is I really do appreciate all of you. My heart is with you. And sometimes we get ourselves into pickles that seem insurmountable. The I can'ts might start to add up and we need somebody to shine some light into our I can'ts and make them I cans. So whatever your I can'ts are, I challenge you to go out there and find the I cans in them. Find your solutions and get your shop your way. Way. Thank you so much again for joining me.
JeanAnn SaintGrace [00:40:19]:
This is JeanAnn SaintGrace and Shop Talk Her Way. I'll talk to you soon. Have a great week until I see you again. Bye bye.