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Interviews with entrepreneurs and business leaders who’ve “made it” in Thailand. Real stories of ambition, setbacks, and strategic wins on the path to success. Built for founders and operators who want to win in Thailand.
Guests from the US, UK, Australia, and Thailand. Honest journeys and cross-cultural lessons. Inspiration for anyone building in the Thai market.
Apply to be a guest:
https://madeitinthailand.com/apply
Hosted by Scott Pressimone, a US expat based in Thailand for 13+ years and owner of Fractiond, a Thailand-based strategy consultancy.
#ThailandBusiness #ExpatSuccess #ThaiExpat
In Thailand, doing the right
thing is not always the right way.
If you're from Germany or
or Japan, you're used to
doing everything by the book.
You're used to no compromise.
You're used to, it's
done this way or no way.
In Thailand you have to
learn to be Sabai Sabai.
In Thailand, you have to learn that
this is the land of compromise,
especially the time mentality, the
sense of ownership is not as much there.
And with me, with my staff, I try to
give them as much ownership as possible.
Part of servicing and taking care
of everyone, the flaw is a human.
You can make a system as perfect
as you want, but if it involves
a human, it becomes imperfect.
Good shops that are out there
usually are owner operated.
The owner is the one
working on the vehicles.
The owner is the one baking the cake.
The owner is the one
cooking the the food.
The owner is the one who's
there taking care of it.
Accountability and responsibility is
definitely something that is not present
as much in the Thai working environment.
All right.
So, Kei, thanks so much
for joining me today.
Thank you for having me.
Of course.
Of course.
To start off, I want to give a bit of
the context to the audience, like how
we actually got to meet each other.
Mm-hmm.
And the reason I'm here
in your shop today.
But before we do that, how
about we just kick off with a
quick introduction, who you are.
Where we are today.
My name is Kei Sekiguchi.
I'm a 26-year-old, uh,
business owner in Thailand.
I, uh, founded Butler Garage, um, back
in 2020, uh, during March during COVID.
And we're currently at my garage
location in, uh, Mueang Thong Thani in
Nonthaburi, and this is where I service
all our bikes and we keep our race bikes
here, we take care of our clients here.
Awesome.
Awesome.
Well, I think the story's
kind of interesting how we met
though, because yeah, it was
probably only a couple weeks ago.
Yep.
A good friend of mine that I've
known for, you know, 10 years here
in Thailand, uh, he told me he
should speak, that I should speak
with you, and it was because he
just ran into kind of a big issue.
Do you wanna kind of
share what happened?
'cause you, you're
so, yeah.
So your friend Adam, uh, who is, who's
a long time client of ours, uh, had his
chain snap on him from a trip that he
was coming back from during New Year's.
Uh.
With his wife.
Uh, so he just had rode this
bike to Pattaya, I think,
if I, if I recall correctly.
And then he was on his
way back from Pattaya.
Um, and then almost towards the
end of his trip, his chain snapped
and it snapped onto his wife's
finger and she had a minor injury.
Um, luckily everything was okay.
She, I think her nail came off.
Um, and luckily Adam didn't crash.
And then what happened was then
I arranged a, a transport, so
basically like roadside assistance
within an hour, had the bike picked
up and then brought back to here,
and then had the chain refitted and
then just did some other checks.
Because prior to this, um, I had Adam
take this bike to the dealership to get
a warranty claimed, and then he hadn't
come back to us for a while, so then I
just had to go through another check.
Yeah.
And then he told me to,
to have a chat with you.
Right, right.
So I, I think his change at snapping
was, it's kind of scary, right?
'cause it's back to a little
bit of the service quality.
And I know there are a lot of good
shops, there are a lot of good
dealerships, et cetera, in Thailand.
But in this case.
It's that his chain snap because
it was over tightened and he
was going like at a high speed.
Yeah.
Right.
And so what he told me at the
time is he was like, look, I'm
gonna go back to Kei every time.
I'm not gonna have the
situation happen again.
Because of course, uh, it's
not worth saving a few Baht or
going after convenience if, uh.
If you're riding a motorcycle
quickly through Thailand.
Right?
Yeah.
And, and so I think this is so
interesting because back to customer
service, I mean, I think another
thing that was really noteworthy of
this, uh, story was he was waiting
on the side of the road on a highway.
Yeah.
And you guys came to pick him up.
Yeah,
I think the idea of having like free
roadside pickup and someone's gonna
get to you right away that you can know
the ETA is accurate, all that stuff.
He, he like trusted you guys.
Yeah.
And, and so I think that's a big deal
and I think that's something that
we'll talk about a bit today about how
you came to kind of be that type of
service provider in Thailand because
Yeah, sure.
That's definitely a dominant
in the rough it's, I, I think
a lot of us struggle here.
To, to, to find people that
actually are gonna show up on
time, are gonna do good work.
It's a rare breed, right?
Yeah, for sure.
Cool.
So I wanna know a bit more
about your background, Kei,
because, uh, you mentioned your
last name, Sekiguchi, right?
Yeah.
It doesn't sound like a Thai name.
So where, where do you
actually come from?
Are you Thai or what's the
My mother is Thai.
Um, my father is Japanese.
Uh, I was born and raised in Thailand,
so I grew up in Thailand pretty much
all my life in the early stages.
I grew up in Japan.
I was raised in Japan from around
one till, I was like around four.
I was mainly in Japan.
I. And then my mom decided to move
me back to Thailand just because it
was easier for her to take care of me
with the amount of help that she has
available in Thailand and her also being
able to speak and communicate in Thai.
So that's why we moved back to Thailand.
And then, uh, yeah, and then I
went to international school,
um, throughout my whole life.
Um, always like at an American school
or at a school where English was
a primary, uh, teaching language.
Okay, so that definitely explains
why your English is so good.
Yeah.
Uh, it sounds like you didn't really
spend time in the US despite the
fact it sounds like a US accent.
Yeah.
Yeah.
The first thing that might
come to mind then is, okay,
you have a nice shop here.
Is this old money?
Is this, did, did your parents
just write you a big check?
Uh, you went to international school,
they paid everything easy and then now
they, they helped you buy a shop or
what's No.
Um, so this shop, uh, it started, like I
said, it started in, uh, March of 2020.
During COVID, I actually was
still studying in university as
a, um, pre veterinary science.
Studying like animal science to become a
vet or to go to vet school since it was
COVID, it was a kind of study online.
So I came back during that
year to Thailand because it was
cheaper and I could save money.
And then I always had
a passion for bikes.
I've always been riding bikes.
And then I started a small
shop, um, not really a shop,
but I, I started buying bikes.
Um, and then I would.
Get bored of them with my
A DHD, and then I sell them
out of my mom's driveway.
And then what would happen was
some of these bikes, um, because
they were like dirt bikes or
they're old, they would break down.
Um, and then the clients would
be like, where can I fix it?
Or what can I do?
Like, where can I get parts?
And I said, oh, just come back to me.
I'll help you take care of it.
And then.
Through selling more bikes because I
was also getting bored and I had money
saved up, up from working in university.
Um, I had more clients and
then I'm like, okay, I need
to move over to a small shop.
So then I went and rented a
townhouse that was a 12,000
bottom a month, and then did
that for like a year and a half.
Moving to this shop,
definitely it helped.
I had a business partner, um, at
that time who went to the same
school as me and did come from
a more wealthier background who
did help fund this shop in a way.
Um, where we still went 50 50.
Um, but without that, I wouldn't
be in this location or where
I am today at this speed.
I might have been in this location, but.
It wouldn't be in that, uh, quick
of a timeline, that's for sure.
Well, that's quite like a career shift.
Um, I love animals as well.
I am sure you love animals.
Actually, first off, do you
have any animals, any pets?
I have two dogs.
Yeah, so I have two dogs and, um,
yeah, and I take really good care
of them, like give them all the
vitamins, you know, make sure that
they're like, uh, well taken care of.
They're 14 years old and the
other one's, uh, 12 years
old and they're big dogs.
Yeah.
That's still a huge career shift.
So you have.
Interest in dogs.
You love your dogs,
you're gonna become a vet.
Yeah.
Now I assume you're not planning on
going back to veterinary school or
No, I'm not planning on going back
to veterinary school, but right
now I'm doing some like online
courses just to finish my degree.
'cause my credits can be transferred,
but they will run out soon.
So I do have a time crunch in
finishing my degree without
having to restart completely.
So within those three
years, I'm able to move.
Maybe half of my credits so that I
can just get like a simple like, um,
business degree, um, just so I can
have that for me, for my parents and
just knowing that I don't have all
my eggs in one basket, even though
I do have all my eggs in one basket.
But it's just that peace of mind
to tell myself that I was able to
do something that I did not want
to do and persevere through it.
It's more of like a self,
like a achievement, personal
achievement than anything.
That's incredible.
I mean, uh, I'm also curious
about your background in
racing or, or in motorcycles.
It sounds like you've had that passion
for a while, so it wasn't like you were
in school and then you were like, oh,
maybe I'll start a motorcycle shop or
repair shop, or anything like that.
Uh, like how, how early
did you get into solution?
Right.
With motorsports, like, it's
always been in our family.
Like my dad has always
been, been into bikes.
My uncle has on my Japanese side
has always been into like rally
racing cars, and I, I. I did
like some more sport from like
racing from five till I was 13.
So it always has been in the background.
I've always been around bikes,
around racing teams around like
professional like racing environment
from that age, like early on.
Yeah.
Yeah.
I think it surprised me too that
there's quite a good, um, set of people
here in Thailand that love to race.
Yeah.
There's what, uh, rum,
I think track is a
rum, the race track, which is the motor
GP track, um, that they host like the
best motorcycle racing F1 of motorcycle.
Yeah.
So they host that there.
Which is amazing, and F1 is coming
to Thailand in a few years as well.
So it's like Thailand is definitely
one of the core hubs of motorsport in
Southeast Asia or in Asia in general.
That's incredible.
Um, and again, I think a lot of people
know this and I think in Pattaya and
some of these other places, you'll
see that there's a lot of gathering of
supercar and uh, and motorcycles, right.
I think you could live in Thailand
and you could live in the inner city
and just not know that this exists.
Yeah.
Um, and so it's really quite incredible
at the level it's reached in.
It sounds like it's gonna keep on.
Coming up right.
For sure.
It's uh, I see it evolving every day.
Um, like you have even teams from Europe
or in the US coming to Thailand to,
to practice their off season racing.
So it's definitely gonna grow.
Alright, so another question that I have
for you then is, I'm really interested
in the origin story of this shop,
and you mentioned, I think that it.
Sort of started or started
ramping up during COVID.
Can you talk me through that time, like
what was actually happening and then how
did you actually kick things off here?
So I started off as just
selling their bikes.
Like that was really the start.
And then after realizing
that clients had problems.
Going to other mechanic shops.
Um, I then started a, uh, kind
of a transport service with
a concierge service built in.
So it was more of like a
automotive butler service.
So that, so that comes
the name Butler Garage.
Right.
I was watching actually,
um, Batman at the time.
And I saw Alfred.
So Alfred's position was, he
did everything for Batman.
Like literally he was the, the pilot,
he was the butler, he was everything.
And his role was the butler for Batman.
So that's why I thought like, why
isn't there someone who does that?
For people who have like
these kind of vehicles?
Someone who does everything,
like may it be like tax,
renewal, transport or servicing.
So, so that role kind of started where
I would take my clients' spikes to
different shops or dealerships, drop it
off, talk to the mechanics in Thai, like
translate from the English to the Thai,
exactly what was needed because, um.
Also like Google Translate doesn't do
a good job of translating exactly what
mechanical terms you need on on a bike.
And knowing both languages, being
bilingual, it definitely helped.
So I would communicate to mechanics,
Hey, I would need an oil change.
I need this, this, this, this
done, and this is how the
client is feeling on the bike.
Is there anything you
can do to make it better?
And then after the service, I
would just drop off the bike back
and then just take care of that.
And then I started.
Facing problems of the timeline.
So the mechanics would tell me
seven days and I would tell the
client seven days and then it
would end up taking 30 days.
And then I would tell the clients,
Hey, it would take 30 days.
And my client would be like,
Hey man, I booked a trip.
Um, I needed the bike, like
worst case, like 10 in 10 days.
But if you had let me
know, like I would've.
Booked my trip later or whatever,
like they needed the bike to
go on like a little road trip.
'cause this was during COVID, right?
Everyone was bored and everyone
was like going on road trip
or, or going to the racetrack.
I was then the cultural
translator as we call it.
I translated the Thai time to the
western time or I, I'd say the world's.
Standard time of business.
So tie time, seven days means around
at least 20 days, 14 to 20 days.
So I tell the client, okay, the
mechanic told me seven days,
and I'd say, okay, it would take
around 30 days to get it done.
But if I got it done in 10 days,
that was good on me and that was
good on the mechanic and the client's
happy, but I don't provide them
with a false sense of expectation.
And then the second thing that made
me start to work on the bikes myself
and work on the bikes with my own
team was mechanics or the dealerships
or the small workshops that I would
take it to, not taking accountability.
For their mistakes.
For me, like no one's perfect.
We're human.
We'll all make mistakes.
Part of servicing and taking care
of everyone, the flaw is the human.
You can make a system as perfect
as you want, but if it involves
a human, it becomes imperfect.
So that was the issue.
I said, okay, it's okay if you mess up.
But can you help me fix
it so that it, it works.
Like you might have installed
something wrong, but the time
mechanics would be like, no,
no, I don't have time for this.
I'm too busy.
Or like, no, I already did it.
It it's the parts problem,
or it's the user error.
Whereas then I'm like, Hey, I
don't think that's the case.
I took a bike out five minutes
ago, like, and it broke.
Like there's no way you would've.
Broken down like within five minutes.
So then that's why I had to start
a workshop and then I'd work on
it myself and see if it actually
would break within five minutes.
And that way I know true to myself
that hey, maybe it was an install
problem or maybe it was a part problem.
Then I can tell them, uh, that the
client that, Hey, there's an issue.
I'll take care.
So it's the accountability.
Yeah.
I think a lot of us are familiar
with tie time and it takes a
little while to adjust to that.
Mm-hmm.
But to just like you said, I
would prefer that there's actually
a conversion where someone is
giving me a guarantee Yeah.
Than for me to do, do
that adjustment myself.
Yeah.
Because sometimes tie time is
tie time, sometimes it's not.
Sometimes like, but if, but the
fact that you're just saying
it can be done in 30 days.
Yeah.
It's
actually a lot easier.
Yeah.
Without that false sense of.
Expectation, at least, you know,
like what you're gonna get.
Like at least you know, you can
plan your life around that timeline.
Like if you give a timeline that you
can't deliver, it just makes everyone,
like everyone's life more difficult.
So that's what I learned through just
being in different cultures, you know,
like being in like a Western culture.
Style working with Westerners
or being in that school.
It definitely helped me to understand,
you know what's interesting, uh,
I won't speak negative about some
other companies, but I just, uh, I
was talking with, uh, someone who
has a Mercedes in Thailand and he
was explaining about his trip to
the dealership and he was explaining
about all the frustrations he had.
And I think at first glance, you gotta
think, okay, there's tie time and
there's, there's issues that can happen.
Of course, if you're dealing with
these high-end companies or higher
end companies or dealerships, you
expect they're gonna be way up there.
Yeah.
But in this case, uh, it,
it hasn't been the case.
Right.
Yeah.
And I'm sure there are again, great
dealerships out there, but like,
why is that, like, why is that,
that in Thailand, even the high-end
companies still don't do some of
the things that you just mentioned?
It's also like tongues down to the labor
and the mindset of the people providing
the service, the sense of ownership.
The good shops that are out
there usually are owner operated.
They, the owner is the one
working on the vehicles.
The owner's, the one baking the cake.
The owner's the one
cooking the the food.
The owner is the one who's
there taking care of it.
Unless you're in a company
that is like so corporate.
That like all the system is bulletproof,
then you have those issues of not
getting the service that you go in
for or not getting the expectations
that you, you are looking for.
So I think like in, in the,
especially the time mentality,
the sense of ownership is not.
As much there.
And with me, with my staff, I try to
give them as much ownership as possible.
The ownership that I give
is commission-based jobs
and also, uh, profit sharing
from the company's profit.
So the more mistakes you
make, the less money we make.
The less money we make,
the less money you make.
When I hurt, they hurt, and they,
they can see that every month on
how we're hurting, and that can
give them a percent of, you know.
This is my business as well.
I need to take care of it
now I'm curious then when you're
mentioning this profit sharing, uh,
another thing I've seen in Thailand
has been when the company gets hurt,
then the employee gets hurt instantly.
So an example being you're late,
I'm gonna deduct, uh, a certain
amount for your paycheck, or
you broke that thing, great.
I'm not gonna pay you next month
'cause you owe me for that.
So I'm just kind of
curious, you mentioned the.
Carrot side of it, which is, uh,
the increased profit incentive.
Yeah.
But my question is how do you handle
the situations where someone's a bit
late to something or, or whatever?
Are you starting to deduct pay?
Are you, if they drop a bike in
their repairs, are you saying
you're not getting paid next month?
Or how do you deal
with the negative side?
Well, like, like with the.
Late deductions.
I do do late deductions.
I deduct like one bot per
minute for 30 minutes.
After the 30 minutes, I deduct
a hundred bot, like if it's
like, uh, 30 minutes to an hour,
it's a hundred bot instantly.
Then after an hour.
I deduct the whole day, but I
don't expect them to come to work.
So like, you can go home, but I'll
deduct you the whole day's wage.
Like let's say your day's wage is
500 bucks or a thousand bucks, that
gets deducted from your pay, but
you take the day off like you're,
you're sent home, and then the next
day you come, there's a writeup.
And then after three write ups, then
it's usually like termination, but at
the same time there's some leniency.
Maybe the kid their, their kid is
sick, or maybe their mother is sick
or they have some personal issues.
As long as they let me know beforehand,
then it's fine because I'm trying to
ingrain in them the accountability.
Responsibility of the task at hand.
So it's like you can be late,
it's fine, but you need to inform
other people, your teammates,
that you're gonna be late.
So stuff can be done when you're not
there and they know not to wait for you.
Yeah, I think that's so important too.
And the coddling sometimes that
can happen is if you overprotect
your staff and you make excuses
for them or they're late and
then you say, no, no, no problem.
Yeah, and I assume that there's
a downside to that as well.
There.
I, I mean, I used to
do that, definitely.
And they just take advantage
of it, and I mean, it's like
a. Give and take as well.
Like you can't just start deducting
everything and, but as well, you have
to give them like a win-win situation.
Like, yes, I deduct pay, but my
overtime is their day's wage, even
if it's only an hour, or even if it's
two hours, they get their day's wage.
So there's.
I take, but I give and I make sure what
I give is always more than what I take
with, with my staff, at least to make
sure that I create a win-win situation
for them so that they feel that they're
not being taken advantage of, like.
I've worked at companies where I
feel like, hey, this is not fair.
Like I'm a minute late, but
you're deducting me for an hour.
Like this doesn't make sense and
I'm still working that that hour,
so I might as well just leave.
But then if I leave, then you're
saying that you're gonna fire me.
So it is kind of hard being
a small business owner.
You have to.
Have some leniency, but you
can't be so lenient that your
employees are walking all over you.
That brings up another topic,
which you mentioned your age.
Yeah.
Uh, you said 26, right?
Yeah.
You know, I have some gray hairs.
I'm a bit older than you, right?
Yeah.
But I still think that
there's this feeling of.
If you're not in your fifties or
sixties or whatever, then people
might not respect you as much.
Think that you have as much
experience take you as seriously.
Yeah.
And I'm just curious, do you ever
experience that being a young business
owner and I, I think probably having
staff that are probably substantially
older than you in some cases.
So is there any age issue at all?
For sure.
Like my first battle wasn't even with
the staff, it was with the clients.
You know, like when I first started,
my biggest hurdle to jump through was.
If you're so young, I'm giving you
such an expensive bike, what's gonna
happen if you cause an accident?
What's gonna happen if
I give you this bike?
That sense of trust took me
so long to build that trust.
Number two, if my staff, for
example, my, my oldest staff is 46.
Mm-hmm.
Right?
So like he's 20 years older than me.
Like to have that respect from him,
I have to give him that respect.
I respect that he's older.
I respect that he's better than me at
certain things, and he also respects it.
I'm better than him at certain things.
And during the work hours from
9:00 AM to 7:00 PM I'm his boss.
He respects that I ask him what
needs to be done within reason.
If I'm giving him stupid orders, he
will also give me the wr, you know, like
he's like, this doesn't make any sense.
And I think being a leader, the most
important part is when you're not making
sense or your act, your actions or your
requests actually doesn't make sense.
The important part is to
take a step back and actually
realize and admit to it.
And be like, Hey, okay, I messed up.
This is not the right way.
What do you think is the best way?
I always ask my employees and give them
that opportunity to give me feedback.
That is a way of giving them respect.
And then I earn that respect back.
Um, but then after 7:00 PM he's
older than me, I, I give him the
why, like the Thai, Thai culture.
He's older than me.
I give him respect outside of work.
I'm not your boss.
You know, I have to give that
respect because of that Thai and
Asian culture that, that you respect
the, the people who are older.
So during work hours, I'm his boss.
You know, like I tell him what to do
after hours, he can tell me what to do.
I was gonna say, who's the one
that has to buy the drinks?
Who's the one that has to pick
up the drinks after hours?
I'll always treat my employees
at the end of the day,
like I make more than them.
And I'm in that, um, unfortunately
in that position too.
So I'm happy to always
take care of them.
Because they're like part of family,
the clients that you serve.
I mean, walking around here, I
noticed it's very well set up.
It doesn't really seem
like a tie garage to me.
Right.
Yeah.
And so I'm curious, do
you service a lot of ties?
Uh, do you service mostly expats?
What's the ratio that you
would say to the customers?
I feel like 95% is expats, and maybe
the 5% are ties by, by ties, I mean
maybe they have a Thai citizenship.
But they're not actually like
Thai, so they're like expats
that now have Thai citizenships?
Well, maybe like a few.
I get Thai walk-ins from time to
time, but most of the time they
aren't coming here for a service.
Yeah, just because like the,
the pricing, we are more
expensive than a dealership.
We are more expensive than any
other motorbike garage in Thailand.
The next thing is we
don't advertise in Thai.
Everything is in English, so we're not.
Trying to target the Thai
clients to begin with.
I think that's interesting
too, that like, as you said,
you're not the cheapest.
Place out there, I guess
you don't aim to be right.
But then at the same time, I, I just
think you noticed that the sign on
your door, that was something like if
you have a, um, a repair or whatever,
over 5,000 bot, then it's free pickup.
Yep.
So we're not talking
about extreme numbers.
You're not basically saying, I'm, I'm
10 times more expensive than the every
maybe 30% at most more expensive
than like the other dealerships.
And I would look at it more
as some things aren't even
apples to apples, like as in.
A lot of shops wouldn't
do the pickups, right.
Essentially, you're offering
a, a, a service that isn't
even available elsewhere.
So the pickup normally for another shop
to do it round trip would be 3000 bot.
Mm.
I, although I charge 30% more on a
5,000 bot bill, 3000 of five, that's
more than, you know, the, the 30%.
So at the end of the day, I'm more
expensive, but I'm also giving more.
And then if you look at it in a way.
Of a different mindset, not the
time mindset when they're looking
in every single detail, but
you're looking at overall picture.
I am cheaper.
And another thing, this is just
something that I've experienced.
'cause I've, I've been pretty,
uh, fortunate in Thailand and,
and when you, you know, get older
and you have kids and, you know,
convenience is quite important.
Yeah, for sure.
And, and so as you said, maybe
if you look line by line.
If there's something that's more
expensive, but yeah, honestly,
my time's expensive too.
Yeah.
And so we have to be careful with that.
And like the people who
I focus on servicing are
people who value their time.
They don't value the 500 bot or 1000 bot
difference in the bill, but they value
commuting all the way here an hour.
Waiting for two, three hours
for the bikes to be done and
commuting back for another hour.
Then they've wasted their whole
day just to get an oil change when
someone can pick it up whenever they
want, that's convenient for them.
Have it done here and then brought
back whenever that's convenient for
them for less than like 5K even.
Yeah.
Yeah.
It's a no brainer.
It's a no brainer.
Now, uh, on the
entrepreneurial side of things.
Something that I found also very
interesting about your story is you
mentioned almost how you stip started
a light version of this business
when you were acting as almost that
translator or you know, tie time
converter and you were connecting
people right to the shops and you
were helping in those situations.
But then I want you to talk me through
that transition to where you said,
alright, I'm actually gonna like.
Get some, get, get the
land, build the shop.
Uh, I know you said you had some
help from, uh, from an investor
at or a business partner,
but how was that for you?
I mean, when did you decide that
you're gonna go from something
that's a relatively low overhead?
Situation where everything's just, you
know, the cream on the top to saying
I'm actually now going to have costs
Yeah.
That I have to overcome each month.
And I assume the costs
are not super cheap.
Yeah.
Like our operating costs, you're looking
around like close to half a million
bot a month, um, in like fixed costs.
And then you have like your
variable costs, which are more,
but the, the breaking point was.
The fact that for one, working out
of townhouse, we were space limited.
And also the optics, it
did not look professional.
We could not, we could not provide
the service that we wanted in the way
we wanted my clients to come here and
have that experience where, come here,
there's that sense of trust, there's
that sense of like professionalism.
So we needed that space.
That was the, the
reason to move for one.
And number two, having
all the mechanics.
I was tired of having to control
other people's work when I
wasn't allowed to control it.
I couldn't control how a dealership
does something because they
have their own way to do it.
I'm just a customer, right?
I'm just a kid bringing the bike.
I'm just that 22-year-old
bringing the bike at that time.
By having my own mechanics, I could
be like, I want this done exactly the
way that the service manual is done.
I want this done the exact
way that I think this is.
This needs to be done.
Mm-hmm.
I can control that and I can control.
The outcome of, of the service, or
I can control how the client feels.
Rather than just being the
connector, rather than just being
the middleman I can control.
It is more of a control like situation
of trying to make sure everything is
run as smoothly as possible and that way
to keep as much money in as possible.
But the reason is so that we can take
more accountability with the work.
If there is an issue of the
service, we warranty our
work, we can take care of it.
If you had a bad service, like I
wouldn't charge you money at all.
Like I would actually like.
Absorb the cost just to make sure
that the client has a good experience.
And I, I never wanna charge someone
for something that they did not
have a good experience with.
'cause I feel like
that's not the right way.
That's definitely unique.
I, I can't think of a time where
here, other than maybe in a hotel,
like a fancy hotel, they'll do that
sort of thing and they'll say You
had a bad experience, you know,
the night's on us or whatever.
Right?
Yeah.
Um, but in most other cases, you, you,
you, you pay what it says on the bill.
Right?
Yeah.
So that's definitely unique.
Um, now having said
that, let's say that.
There are mistakes and mistakes happen,
you know, how do you deal with those?
Like, I assume that there
were costly mistakes.
Yeah.
I assume that when you first started
out, um, they're just big costs
that you maybe didn't anticipate.
Yeah.
So how did that look like?
Did you have any big.
Costly issues in the early days.
Um, and then how do you feel today?
Like, did, are you profitable
today, if you don't mind me asking?
Yeah, yeah.
Like for sure, like there are like
costs, like costly mistakes for sure.
Um, my biggest, costly mistake was
when I broke one of my clients,
um, basically it's called an ECU.
It's basically the
computer for the vehicle.
And this was a really expensive part.
It was like, I don't remember
exactly, but I, I lost 40 K on the,
on the job, like 40,000 bought.
This was back when my fixed cost
to running the business was 30 KA
month, you know, so I lost like the
months, basically operated costs.
So that's insane for a small
business, but I had to just eat it.
And, and take the cost because I
could have just said, Hey, man, like
your thing broke out of nowhere.
But in reality, I knew it was kind
of my fault because I, I washed the
bike and I did not know that it could
not get wet in this certain spot.
And for me, the money was
important, but my reputation as
a startup was more important.
So I had to make sure that, uh,
that client, when the bike left,
he was happy and it was working.
And even if I had to.
Have this piece of metal that is
worth 40 k to me that, uh, made
me no money, but it, it is a
good way to like learn as well.
And now I know that that specific model,
that specific bike, you cannot do this.
And I've had a lot of those mistakes
along the way, messing up with.
Stuff on, on bikes, but for me, what
mattered most was learning from it
and taking care of it, making note
of it and making sure that the client
is happy at the end of it and he
doesn't have to pay for my mistakes.
That was the most
important part, for sure.
Now, how long again have you,
uh, been in business then?
I've been in business since 2020,
so we're now going into our sixth
year, so we just finished off
our, like fifth year last year.
Throughout.
The business.
I've only started to become profitable
since around start of 20 20, 20, 20, 24.
So it's only been like two full
years of where it's like there's
profit where I'm not forking out
my own money out of my own pockets.
Yeah.
So how do you persevere through that?
Because I think, uh, again, I know
people know that starting up a business
has costs, but at the same time you'd
hope that it doesn't take so many years.
And so do you have any tips
for individuals like that?
Probably are gonna be
taking those risks.
Um, you know, how did you stick
with it through difficult years
to make it to, to that six
year more?
For sure.
It was really difficult and like
the fact that like my parents didn't
support me because they did not,
um, value what I was doing in a way.
Because like, especially my
mom, she was like, you should
have finished university.
And like, I, I hadn't.
Spoken to my dad for maybe 10 years at
the point when I started the business.
So not having family support,
not having something to fall
back on was very difficult.
But I then just took odd jobs,
you know, like I was a personal
assistant for one of my clients for
almost a year and a half where I
got paid like 50 KA month, you know?
So I was taking care of stuff for him,
and then I. Then would do like other
jobs, like connecting my clients with
each other and getting a kickback.
Let's say my client was
looking even like small stuff.
My client is looking for an apartment.
I have a client who owns that
apartment who is renting out.
I would rent out the apartment and
take the, like the agent fee, you know,
like 50 K, 70 K, 80 k, whatever, and
that would, you know, be put into my
emergency savings and that would pay
for the garage in case it didn't make
rent that month, or in case I couldn't.
Pay for someone that month, you know,
like, just do anything I could like,
but the main thing that like helped
me was making sure that I could
connect my clients with their business
together and getting kickbacks.
And that's what is still
helping me till this day.
And that's what is like my, my
bread and butter till this day.
Like, but my funniest story, I, I didn't
think I mentioned this to you yet, but
like there was one day in around 2022.
Um, I didn't have enough
money to pay my staff.
I had 500 USD in a, in a crypto
account, and I had, I was short
around 2000 USD and I spent it.
I, I said to my staff, Hey, look
man, I don't have enough money.
What should I do?
He's like, you should try to gamble it.
And then I'm not promoting gambling
by any means, but that was.
And that's an example of
what I had to go through.
And that was all I had in
my, in my bank account.
All, everything combined,
just to make sure that I could
go, go to the next month.
I put it in, um, baot and I was
just playing and I, I built it up
to 1700, so I was still $300 short.
I withdrew everything.
And then I told my landlord,
uh, be a few days late on their
rent to, to, to make rent.
See, that's crazy because it comes
back to something that seems to be
common amongst a lot of entrepreneurs.
Is that the lack of risk aversion, I
mean, the fact that that's, that's a
feeling that you just described of being
short on being able to pay your staff.
That's stress right there,
right?
Yeah, for sure.
And so you made it into the red
and then maybe threw a bit of luck.
Yeah.
You made your way out, right?
For sure.
I could have lost the $500 and that
would've been worse because that
$500 was the, the, the staff's, uh,
salary because I paid him biweekly.
So that was his salary and that
was the guy that said, Hey man,
just, just was his tryer luck.
Right.
And he's still with me until this day.
Something I like about that too
is the transparency though, right?
Because, uh, something you
mentioned me off camera too, was.
You mentioned that you sometimes
take these fees of like the
facilitation fees or the, uh, you
know, whatever, but I understand
you're very transparent with that.
Yeah.
So in this case, you weren't doing that
on the side over here without telling
him he was actually supportive of that?
No, he was the one
placing the bets with me.
Yeah.
So it sounds like quite Detroit
transparent and, uh, and, and you're
not like hiding things from people.
No.
It's just, um, well, since
you mentioned, um, your staff,
staffing is one of those difficult
things, um, processes is one
of those difficult things.
Yeah.
I'm curious if you have any.
Tips or things that you helped
you think helped you succeed when
it comes to making sure that you
can maintain good quality control?
Because as you just mentioned,
your reputation is everything.
Yeah.
Right.
You mentioned that your clients
really depend on this shop to get
good quality work out the door.
Yeah.
But then I assume that's
easier said than done.
Yeah.
How do you go about doing that?
Like, I'm not gonna say I'm perfect or
I'm not gonna say like, I achieved that.
Perfection yet.
But my way of doing that is I have the
staff crosscheck each other and have
like a systems of operation, which I
have to thank my fiance for, who, who
helped me, um, go through the systems
of operations of what is the day-to-day
task of each employee and also.
From entering the shop to
leaving the shop, what needs
to be checked on the bike.
Um, and I also have them take photos
of the bike before the work is
started and after the work is started
and during the work is started.
So like that way I have
photos to crosscheck with
each other and the mechanics.
They'll go through the photos
or I can go through the photos.
Even my clients will go through the
photos because I'll send them to them
and then they'll be like, Hey, maybe I
need to do this or I need to do that.
And then it helps in in every way.
And I think clients, they don't
mind it because most of these guys
are enthusiasts and maybe they.
I'm not saying like I'm perfect.
I know some clients who's have been
writing for 40, 50 years, like they're
old dues and they know way more than
me and they're like, Hey man, like
maybe you need this, you need that.
And I'll be like, okay,
I'll, I'll have a check.
And I'm like, okay, you're right.
I'll, I'll take care of it right away.
So that definitely helps.
Also, taking photos and then sharing
it between each other, between the
staff, me and the different mechanics
to make sure we cross check each other.
And also having the clients
being nice enough to be like,
Hey, this needs to be done.
But before that even happens, most of
the time we, we, we check, like 99%
of the time we see something wrong.
And worst case, if something
happens, we're more than happy to
pick up the bike, take care of it,
and bring it back on the same day.
What about staffing
though, right?
So it's great that you have
these systems and I, I love
the idea of the, the photos.
'cause to your point, that gives
transparency to your clients
and you know what's going on.
Um, that's checked for the staff 'cause
they have to maybe take this the,
but, but what about getting the staff?
Do you have any issues there at all?
Getting the staff is
definitely difficult.
Um, I work with laborers, right?
Like even a mechanic.
It's like you have.
Different tiers of people.
Like we were working
with blue collar dudes.
Like these guys are not the
most, I wouldn't say like the
most intelligent, but the most,
they weren't the best in school.
No.
They, they weren't, they weren't
the kind of guys who would,
you know, do as they were told.
So, and these kind of guys,
like I have staff that like, you
know, used to be like in prison.
For example, and they work for me and
I don't mind that whatever they did
in the past is the past, but like if
you're working with me, it starts fresh.
Giving those guys an opportunity and
making sure that they have that sense
of like perseverance and integrity of
their work and they're proud of their
work is the most important thing.
Finding staff.
It is a challenge on its own.
Like I even have to give them
commission, like my, my, my staff.
I'm like, if you know someone,
I'll give you commission.
If you bring them to an
interview, you get this much.
If they end up staying for
a year, you get this much.
You know, it's like I have to do that.
And.
For me, the way I find staff
is through online channels.
That's the first one, like
any other business would.
And also word of mouth.
Word of mouth is the most important
thing in finding labor staff.
It's not like finding an HR
or finding an accountant.
Like you can literally post that online
and there's certain qualifications.
As a mechanic in Thailand, the only
qualification you get is if you
went to like mechanical school, but.
Not all those mechanics wanna work in a
shop, they wanna work in a dealership.
So finding good mechanics
is definitely difficult.
Yeah, and I, I like the thing that
you pointed out that these, these
are individuals that are working with
their hands and I guess the problem
solving skills and things like that
is a little bit less credentials.
Yeah.
Right.
And so it's their abilities.
I, I assume.
Yeah.
But then it's also, you know,
knowing that you can trust them
Yeah.
And knowing that they're
gonna show up one time.
I mean, all these stars need to almost
align to be able to get the right
Yeah.
Person, right.
Yeah.
It's, it's definitely difficult.
I've, I've had staff like, come two,
three hours late, not show up, and
then like, I've had a time where
I'm supposed to get on a flight
and the staff's not showing up.
And I get off the flight, like, leave
the airport to go pick up a bike because
I can't ruin my reputation over a staff.
Right.
I've already made the appointment.
I've already moved it once.
I can't move it again just because
this dude doesn't wanna show up.
And I've had times where like
I've had staff show up drunk or
high, and I had to send them home.
You know, like there's
it, it's that sense.
In like this kind of world where you're
working, which is the most difficult
thing, and that's why I have this
service, so that you as a client, you
don't have to go to some dude in the
middle of your soy down the street.
Hey man, I need this done
on my 1 million bot bike.
You know, like you can come to me
and I'm the one who's a middleman
to take care of all the headache
that you just saw, like the
staff getting drunk or whatever.
The one who's taking
accountability and staff's not
showing up to pick up your bike.
It's okay, I'll jump off my plane
and then go pick up a bike and make
sure it's still all done on time.
That's the kind of thing I end up
having to do on a daily basis with
being a business owner in Thailand.
Yeah, I, I think it's funny too,
because it's worth paying extra
for the accountability in my
opinion, but it's also that it
just doesn't seem to be an option.
Like I think a lot of people
are willing to, uh, pay whatever
it takes, if there's someone.
We'll take accountability and
Yeah, so often there's literally
no one raising their hand to
say, I'll take accountability.
Yeah.
Yep.
Accountability and responsibility
is definitely something that is, I
wouldn't say lacking, but definitely
something that is not present as
much in the tie working environment.
I don't know as much
as in other countries.
I'm sure there are similar
problems everywhere.
But from working in Thailand and
owning a business in Thailand for
almost six years now, like that is the
mo one of the most difficult thing.
I'm sure.
Like someone will say, oh,
I have a really good staff.
Like he comes on time, does this.
It's like, great, you have like once
in a lifetime diamond in the rough.
Please take good care of him
because if he leaves you like
it would be almost impossible
to find that staff ever again.
Some people say, oh, you don't
take good care of your staff.
You don't, um, pay them enough.
I pay them double of what a
dealership pays them, you know?
So pay is not the issue here.
It's also like, and like,
you don't take care staff.
We go to buffets like once a week.
I mean, not once a week, once a month,
but I have beer budgets for them.
Like I have alcohol budget,
like, you know, like there's
stuff like that for the staff.
They get profit sharing.
So like, it's not that I'm not taking
care of them, but it's, I think it's.
That sense of, uh, the kind of
people I'm trying to work with,
their background also affects
the result of the work and the
way they're raised as well.
Right.
And that I guess, plays to the point
of why it's so important that you
have a good company culture because
you can probably, as long as you
get a lot of good staff around that,
then you kind of create your own
culture that you're building up.
Yeah.
And you can hold onto
those people longer.
Yeah.
You can have, as you mentioned, get
referrals from people that they know.
'cause it's really hard
to find those people.
So you have to find.
Friends that they know.
Yeah.
They're similar to.
Yeah.
Um, so it's interesting, you're
almost kind of creating your
own form of gravity to try
to pull in the right people.
Yeah.
Because it's hard,
right?
It's very hard.
It's very hard to get people,
like, you just have to stop
trying to hire the best person.
I feel like the best
person isn't the problem.
Like you just hire someone who's willing
to learn, who has that sense of grit.
You know, like you can grill them.
They'll still stay when hard
times come, they're still there.
That, to me, is more important than the
smartest person that can do this task.
So good, so quick.
I don't care because I know
eventually they're gonna
leave when it gets difficult.
But that person that stays when it's.
Tough and difficult.
That's the most important.
Now I wanna get to the good times
because I think that since you started
the shop, it sounds like you've been
involved in pretty cool projects.
So I'm kind of curious, number one, if
any interesting projects come to mind.
'cause I was watching one of your
videos, I think you had something
about creating go-karts and you, you
know, adding this engine to this.
Like you've gotta be doing
some really cool stuff.
Yeah.
And I also want you to touch
on the Dumb Ball 3000, right?
Yeah.
Because that, that's
an incredible story.
So we've had like, like
last year alone, we've had.
I think two really cool, I'd
say peak events in my, in my
life regarding the business.
The first one was, um, gumball.
We went to Europe for the second time.
We did like, kind of took care of the
gumball people, like the participants.
Um, so we had a van, um,
brought from end Dora to Turkey.
And drove from Turkey
all the way to ibi.
A I flew with my media staff and one
of my clients and his, uh, buddy who
owned the van to basically transport
all the luggage for all these clients
who were in all these, uh, expensive
supercars, and they didn't have enough
space to, to put their luggage in.
So we were just transporting luggage,
doing media for them and taking care
of their cars when they broke down.
So I was doing that, and that
all started out of luck as
well with my client from the
year before where I asked.
Them if I could go watch.
And by watching, I ended up taking
care of the guys by arranging a
police escort by arranging like
mechanical service and by arranging
like tow trucks and all that stuff.
And I was charging them $3,000 per car.
And then this year we were
doing it for five, five KA car.
But the money aside, like it was the
experience and being able to connect
to all those clients, getting to be
around people who are so successful
in the business as well because.
Just to join the event.
It's 120,000 US dollars per
car, plus all expenses paid.
You're around 300 K out just
for a seven day road trip.
That was one thing.
Second thing was, uh, we had a world
champion from a endurance world
champion coming to ride our bike.
He raced in the last two races.
Of the, uh, Thailand Super Bike series.
Uh, this was one of his trophies.
He got third place.
That was amazing as well because like
everyone was like, how do you get him?
Like, how much do you pay?
And it was just really interesting,
like to do that all from like,
just messaging someone on the
Instagram like, Hey man, you free.
Like, do you wanna
come ride in Thailand?
We spend vacation.
We'll take care of everything for you.
It's just, I feel like doing
business and doing stuff in life,
it's just taking that chance.
I go to sleep every day
knowing that I have no regrets.
I, I took all my chances.
I, I tried everything.
Like I will try everything.
Noah is fine because the worst case
is other people's best case scenario.
That's my mentality going into things.
That's incredible.
I'm curious then, what's the future,
uh, for you, for the company?
What's, what's coming up in
the next few years for you?
We're planning on opening, um,
a shop in, well, we not, we're
not planning, but we're in the
process of opening a shop in Malta.
Um, we're doing, uh, car body works
and we're making super cars with one of
my clients that I met during a gumball
and he's now a close friend of mine.
And then we're opening an
office in Japan to organize
like, uh, racing parts.
So we order parts from
Japan to Thailand.
This is.
More for our clients here to
expedite the parts process of
waiting for parts from the dealers.
In Thailand, that takes 14 days, 15
days, so we can do it in three days.
So we cut that down by a large margin.
But even though the parts are
slightly more expensive, we're
saving them like two weeks.
That's huge.
Um, now.
Yeah.
What about advice that you can share?
Now?
I'm kind of curious of positioning this.
You said that you haven't
had any regrets, right?
But is there any advice that you'd give
to your, let's say, 20-year-old self?
The biggest advice I would
give to my 20-year-old self
would be to not rush things.
I feel like every time I achieve
something, I'd be like, okay.
Onto the next thing and not
enjoying the process of it.
Because through everything, every
achievement, the most fun I've had
isn't obtaining that goal, or isn't
finishing the project or isn't
getting that, that bike or car.
But it's the process or the
journey that I had to go through
to get to that point in my life.
You know, enjoying the process
and having more gratitude for
everything that is, uh, achieved.
Uh, throughout the journey because
when you're not like, grateful
for all the stuff that, that
you get, you become unhappy.
And that's what I, I, I saw in myself
a few years ago, I felt like, oh,
I don't have this, but this guy has
this, this guy's 26 and you know,
with all the social media, right?
This guy's 26, he's in the
Lamborghini, he retired his family,
he's selling courses, whatever.
But being realistic, being grateful
for what you have achieved.
And trying to look back as
well, learning to look back.
What would I feel if I knew I
would be in this spot if I, when
I was 20 years old, trying to
think back all the time, being
grateful for what I have every day.
That's the most important advice
that I can give to anyone is try
to be grateful of what you have
achieved and try not to dismiss it.
You know, some people will be like,
oh, I haven't done much in my life.
I'm 26, and look at this
26-year-old, or look at this.
25-year-old, like, don't
compare yourself to others.
That's like the, the
biggest thief of joy.
Right.
Comparison.
That's, uh, the best
thing that I can give.
Absolutely.
Now what about, um, and we're
gonna wind this down shortly, but
what mistake do you think a lot of
business owners in Thailand, and
maybe let's aim towards like the
expat business owners primarily.
What's one of those big,
biggest mistakes that they
make that you think, uh.
You've been able to solve and
how you go about doing that.
There's many aspects that we can go
so deep into it, but the biggest thing
that I find is in Thailand, doing the
right thing is not always the right way.
You know, coming from a Western mindset,
let's say if you're from Germany or,
or Japan for example, they're used
to doing everything by the book.
You know, you're used to no compromise.
You're used to, it's
done this way or no way.
In Thailand.
You have to learn to be Saba.
In Thailand, you have to learn that
this is the land of compromise.
You know, you have to understand that
not everything is done this exact way.
You have to always find a
solution to the problem.
It, may it be like finding 10
solutions to one problem, just as a
backup, because you never know if that
solution will actually work or not.
And the biggest thing for me
is asking for forgiveness,
then asking for permission.
That's the biggest thing in Thailand.
You want to start something you're not
sure if you can do it, do it first.
And if it's a really big problem.
You'll actually have to solve it
later on and you can just ask for
forgiveness in Thailand or else you
just won't start and it'll take forever
for you to start something, you know?
So that's the biggest thing.
That's great advice.
My last thing is, is there
anything that, uh, we didn't
talk about that you wish we had?
Probably like cultural background
and also like how it felt like
growing up in Thailand as a kid who.
Was from two different cultures and
also growing up in an international
school where you felt like you didn't
belong, you know, that I think was
really a good topic too, as well.
Yeah.
Yeah.
So to dig deeper into that, I
understand that you had the two
cultural backgrounds, right?
And your mother, your
mother and your father.
Uh, your mother being Thai.
Yeah.
And your father being Japanese.
Then there's also just the private
school, uh, sort of background too
is, it's just so interesting because.
Uh, I think there's a lot
of the high so class, right?
Yeah.
But, but it sounds like you really
didn't come from that money, so what
was that like for you growing up?
Well, growing up we went to an
international school beyond our means.
My dad take, would take out
loans to pay for the tuition.
It was a really expensive school.
Um, and we had to make
sacrifices, right?
Uh, selling our house
to pay for the tuition.
And I would question my parents as a
kid, like, Hey, we are quite well off.
Like if we went to a normal school,
why are we stretching the budget?
You know, as a kid, like, it was always
money talks every night, every day,
every morning going to meet up with
friends and they're like, Hey, you
want to go do this on the weekend?
And you're like, no, I, I can't.
And you don't wanna say I
can't 'cause my family's poor.
Right.
You're like, oh, I can't, I'm, I'm busy.
But knowing that you can't, because
when they go out, even though it's
500 bought, 800, bought a thousand
bucks, like you couldn't afford it.
So you would just have to go home.
Even going to school, taking more by a
taxi, sometimes not having enough money.
To go on the motorbike taxi,
so you'd have to like owe the
motorbike taxi money and walk back
or, or find some coins, whatever.
At school, there's a lot
of coins because you're
around a bunch of rich kids.
That's a nice part and they
drop a lot of money, so you
have money for your motorbike.
Taxi back.
That was one thing.
And also like the second thing was.
Being too cultural like
from two cultures, but not
having a sense of belonging.
Right.
Because going to an American school,
I was always around Americans, right?
But I'm not American.
I'm half Thai, half Japanese.
I hang out with Thai friends.
I'm not Thai because I can't
write Thai, and I don't really
have a Thai like background.
Go to the Japanese kids.
You're a Ga Jin.
Because you're a Ja, you're not fully
Japanese and you're not raised Japanese.
So I'm not Thai, I'm not
Japanese, I'm not American.
But I feel at home when I speak English.
My, my fiance's American, and going
back to going back to visit her family,
I'm kinda like, oh, this is nice.
Even though like, you know, keeping
politics aside, like it's not as
nice, but I, I feel at home when
I go back to the US like, because
everyone's speaking the same language
and there's more sense of acceptance.
So then how, if you were to try
to self-identify and say like,
how much of you is Japanese?
How much of you is Thai,
how much of you is American?
Like, what would you
give those percentages?
I'd say my laziness is Thai, finding
shortcuts, you know, that's Thai of me,
so Thai of me, my, um, like detail, like
eye to detail and trying to make sure
everything's like done super perfect.
That's, um, Japanese of me.
Um, and like trying to keep
everything as clean as possible.
That's really Japanese of me.
And then for me, like the American,
or like more like the Western culture
of me is like kind of more accepting
of like, um, of different cultures
because like, I wouldn't say I'm
American, but more like Western, going
to international school you learn except
all the different cultures around you.
And just accepting and,
and understanding the
different cultural aspects.
I don't know.
With the American one, it's a
bit more difficult, I'd say.
It's just more the language.
And also watching movies.
Yeah.
Yeah.
We do have the best movies.
Um,
yeah.
So with that, uh, I'd love for
you to share what the best way
is for people to get in touch
with you or to find the shop.
Um, kinda share the best way.
So the best way would be through,
uh, WhatsApp, uh, or Facebook, uh,
facebook.com/butler garage or through
our Instagram, uh, butler dot garage.
So you can contact through our social
medias or our website, butlergarage.com.
Um, and you can just message us there.
And I'm always open to
chat with all my clients.
I treat everyone as like
a family and friends.
Yeah, absolutely.
And I, I guess another thing.
Make sure you, you get in there.
Is that individuals that go
to the racetrack a lot, right?
Yeah.
Do you have any options for them?
Because I, I know, like we
talked about, there's some great
race track race tracks here.
Yeah.
So, so we organize, um, racetrack
rentals for our race bikes.
So we have race bikes
to rent, um, set up.
By like a racing team.
And we also have clients if you wanna
build your own race bike, and you can
keep it for storage here, you can buy a
bike and we can build it as a race bike.
We can help you race if you
wanna start your racing journey.
And also if you need coaching,
we can bring you world
champions to come and coach you.
Uh, that's also an opportunity.
And also even if you wanna go race
in Europe or ride in Europe, we can
organize track days there as well
as we have, as we have like, uh,
partners in different countries.
Yeah.
Awesome.
Well, Kei, thank you
so much for joining me.
It's an awesome conversation.
I highly recommend anyone who's in
the area, anyone who has a motorcycle
looking to buy a motorcycle and
needs some advice from someone, uh,
you know, obviously Kei is your guy.
So thank
you very much, Scott.
Thank you for your time.
I appreciate it.
You as well.
Thanks.
Thank you.
Cheers.
Cheers.