Podcasts about CAOS

•Alertan por conciertos neonazis en la CDMX•INE promueve una controversia constitucional•Polonia refuerza su control aéreo •Más información en nuestro podcast

Luis Herrero entrevista a Teresa Hernández, coordinadora estatal del Servicio del Defensor del Profesor del Sindicato de Profesores (ANPE).

Hubo un apagón en la estación del Metro Miguel Ángel de Quevedo, donde se pudo ver a usuarios del transporte salir por los torniquetes alumbrándose con sus celulares únicamente. Esta es una estación muy importante y transitada, que aparentemente por una “revisión de suministro eléctrico” el Metro de la Ciudad de México habría suspendido su servicio. La autoridad no se ha declarado que el apagón ocurrió por causa de alguna falla en el metro.

Jon decided on HVAC because he felt there was an opportunity to use his technological background and create efficiencies in the industry. 00:00:00] Welcome to the Successful Life Podcast. I am your host Corey Berrier, and I am here with my man, Jon Jordan. What's up, Jon? Hey Corey, how's it going? Good, man. Good to see you. So Jon is gonna bring some pretty cool information to us today, and I tell you, I'm, I've been really excited about this and I would wish we could have done this earlier, but, things happen and here we are. [00:00:24] But, so Jon owns a couple of companies Comfort Monster is the one that we have had the most conversations about. And you've got locations here in Raleigh and then in Charlotte, which is an HVAC company. And then Atlantic bt, which is where you started, right? Yep, Absolutely. So tell us about, tell us a little bit about that journey, Jon, if you don't mind. [00:00:46] It's definitely a long journey. I'll try to keep it relatively short, but I was in college and the first entrepreneurial idea I had was essentially a way to send prescriptions from the doctor's office directly to the drug store. Came up with this idea where you put a kiosk, a mini ATM in the [00:01:00] doctor's office. [00:01:01] So back, this is way back in 98, you'd write a handwritten prescription, you'd have it, and at that point, you'd have to go wait at the pharmacy. This system actually allowed you to, in the waiting room, choose a pharmacy stick in your prescription. It would scan it and send it across town. So when you drove over there, it was already filled. [00:01:15] That was pretty unique at the time we were working with all the major pharmacies, including Walmart and some of these big guys, to build that system out. So that's where my technology background started. And then, we morphed into providing more custom solutions. [00:01:28] And we've continued to work with publicly traded companies, everything from governments to publicly traded companies to build. Technology solutions. So that's, that was my first company. And I still own that company. And at some point, it got to where there were other managers that were more wanted to have more responsibility, and I just stepped back and said, Hey you want to do that? [00:01:47] That's great. I'll take some time and relax a little bit. And I did that took a couple of years. I spent a lot of time in Turks and CAOs and doing other things that weren't terribly productive. And then at a certain point I really had the, just woke up. I was like, You know [00:02:00] what,  [00:02:00] you're wasting your talents and your time. And I felt like I needed to do something else. And so I looked around and a lot of people said why didn't you get into doing something, some kind of software? And I said I really, I've always grown up working on things and. And the technology business is very intangible. [00:02:16] You build things, but they're all nothing you can really touch. And I wanted to see my trucks driving around town and I wanted to I just wanted something that was a little more tangible. So looked at a number of different businesses and came up with the H V A C as being one that people practices that I'd learned working in the technology and the space where you really are competing highly for talent all the time. [00:02:36] And also how to apply technology and create efficiencies. I believe that H V A C was a prime opportunity to leverage those things that I had experience in. I did not realize that I, so I, of course, knew about the software company, but I don't know that I've ever asked you too many questions about it, and I really didn't know that the prescript, I had no idea that was part, that was something that you had a part of. [00:02:59] I, I just didn't [00:03:00] know that. That's fascinating. Which makes this next conversation even more fascinating because yeah, you knew nothing about H V A C, but you looked at this, as you just said, you looked at this as an opportunity to implement some sort of software into an industry maybe that is lacking. [00:03:18] Is that kind of what you were saying there? Yeah. Essentially what I, the common knowledge is, one of the things I read at the time was you should never enter a business that's essentially sat saturated or highly competitive unless you can I think it was something like, unless you can find some way something that's, 15, there's a 15% differentiator, some sort of an X factor that can create a 15% differentiator. [00:03:41] And I said I don't think I can come up with one thing that's 15%, but I believe I can do 15 things that are 1%. And so I identified things like the brand and if you're familiar with our brand, it's very unique. A lot of H V C and service companies are starting to come up with much more personable, unique brands. [00:03:55] But we were early in that process, let's just say that. And so that was a [00:04:00] differentiator. And things like having our number, being 9 1 9 Monster something memorable and friendly was unique where most people at that time were Joe's H V A C and the number could. As complicated as possible. [00:04:11] 9 1 9 7 3 5, 1, 8, 6 2 or something. You're like, that's gonna be hard to remember, So well, Jon, and I want, I just, we gotta, I have to highlight for a moment about your brand because in a couple of things, one, our friend, our mutual friend, Dan Antonelli, did your brand at Kick Charge. [00:04:31] Absolutely. And so, Dan does unique brands, and I think your brand stands out amongst anybody in this city because it's bright. It's probably not the most attractive thing necessarily that you would think of, but what it does is it makes you look at it, it doesn't matter if it's attractive, but what matters that the eyeballs stay on that van and it does, and you've captured. [00:04:56] A significant audience, I believe, with that. Now the [00:05:00] next thing I want you to tell and I hadn't actually planned to ask you this, but I'm really glad that I remembered the reason that you and I started talking and you and I had, I don't know, lunch or dinner about a year and a half ago and you told me a story about about a little girl or about kids that you, the story about the kids on the side of the road. [00:05:17] I want you to tell that story because it's unique in that it's a brand opportunity, not that you used that as a brand opportunity, cuz that wasn't the intention. The intention was to do something outta the goodness of your heart. But I would like for you to share that story because the result works pretty cool. [00:05:35] Yeah. So I'm gonna try to, there are so many different things I could say here. I'm gonna try to keep it somewhat concise. I. The brand. Of course, you are the expert on selling and how that happens and what the best way, to do that is. But one of my core beliefs is that you can't have a sale without having trust. [00:05:52] And one of the things that are important about our brand is it's a, it's somewhat a personification of trust. Our monster, I was laughing a [00:06:00] little bit when you said that the brand wasn't attractive. Our monster, we consider him, we talk about him as he's you as an actual, personified thing. [00:06:08] His name's comfy and Comfy doesn't like any sort of criticism like that. And he thinks he is very attractive. In fact, he thinks he's a model. And on our page is a meat comfy. And he, he's modeling with his hand up behind his, behind his head cuz he is so attractive and he takes special care of his fur and all this kind of stuff. [00:06:24] But the point of all that is to be. To be friendly when you're friendly and open and self dep deprecating, that's a bridge to building trust. And of course, trust is what's necessary when you're in people's homes and helping them to fix problems and sometimes explaining complex issues and or asking them for one, a gigantic amount of money to either fix or replace certain things. [00:06:46] I think all of those things are wrapped into the brand. And a friendly, trustworthy mascot is a big part of of a memorable brand, but also a brand that engenders trust to the audience you're trying to reach and you [00:07:00] use. And by the way, when I said it wasn't attractive, that was a complete misrepresentation because clearly, it's attractive to people. [00:07:05] Look at it, right? It's too late now. He's probably listening, and you probably are. And not his favorite. That's probably right at this point, but I'll try to straighten it out with him later. But you, but Jon, you used a piece of your brand to comfort. I remember you telling me a story, but you Oh, yeah. [00:07:21] Okay. So that's right. You did ask it, but I didn't, I never answered your question, so that's alright. Yeah. So here's what happened. I was driving in a neighborhood and we always carry the, I didn't mention this either. We carry little stuff monsters, little stuffed, comfy, and it says, on the tag, it says, Hi, my name is Comfy. [00:07:36] And, it has the website and all that kind doesn't say much about HVAC, but it just says, comfort monster.com. Anyway, so driving in the neighborhood and it had just rained and a guy and his two kids were splashing through the puddles or whatever. [00:07:50] And I was in an unmarked truck, a pickup truck, but didn't have our logo on. I drove. Past them. And I went up the street, and then I stopped and I was like, You know what? I'm gonna go, I'm gonna go back and talk to this guy. I [00:08:00] had to think about it. I was like, Is this gonna be super creepy or, so I back up and I rolled down the window, and I said, the guy said, Hey. [00:08:05] I said, I just had to come back. I said, you guys just look like you were having so much fun splashing around the puddle. And I've got this, this little monster here. I said it would be okay if I give it to you to your kids. [00:08:15] And he said, Oh, absolutely. And, we chatted for a minute or two and gave him the monster. And then I drove off. And before essentially I even got back to the office. We had a review, and the guy said something along the lines of, I, I've never used this company. [00:08:27] I didn't know them until today, but they, one of their employees took the time to stop and do this. And if they employ people like that, then they're gonna. B R H V C company from now on. And so we, we encourage that from all of our people, and they do that. [00:08:43] They, again, it's a, in this day and age, you gotta be a little bit careful when you're driving a van and giving away, toys, whatever. No. But again, the brand is very, friendly and they don't, they do it in a careful way, but they definitely, if they see somebody who might enjoy comfy or whatever, they've got [00:09:00] dozens of 'em on their trucks and they're encouraged to pass 'em out, whether they're customers or not. [00:09:04] That's one way that we share goodwill and share our, spread our brand. Without asking people, for business, we're just saying, Hey, here's who we are. Here's our, here's a comfy mascot and enjoy it a thing. It's kind, it's the law, reciprocity. [00:09:17] And I'm not saying that you do it intentionally for that, 'cause I believe your intention is completely pure with this. But the law reciprocity, that's, this is when it kicks in, right? Because you give right? You give the kid the toy, and the family is now they're a fan and they're gonna use your company, right? [00:09:34] Absolutely. Yeah. We, yeah, you don't, Reciprocity shouldn't be used as a tool, but it's still, but it's still a thing. When you give something for the right reasons and you don't expect anything back, then maybe you do get something back. That's, that's reciprocity as far as I'm concerned. [00:09:49] Wonderful. But yeah, you don't, it's not mercenary. It's not the little mercenary reciprocity. It's just reciprocity. Do something good, and you get something back maybe. Yeah, because if you do it with the intention of getting something, [00:10:00] Most likely you're not gonna get it back anyway Exactly. All right. So I want to dive into what you've been working on because this is, this is what I've been super excited for you to talk about because first before you talk about that, I want you to talk about how you got to this conversation, how you started thinking about, how you started the software that you're gonna tell us about. [00:10:20] Yeah. It's been a long process. I, when I first started the business, I definitely intended, this was, almost six years ago, and things have evolved since then. But the journey I was on, I said, All right, I don't, I've looked around. I don't think that I'm gonna be able to do what I wanna do uniquely, in the business. [00:10:36] I think the other part of this is if if your listeners haven't read or been exposed to Purple Cow Seth Go Goden I think the official name of the book is Purple Cow transform your business by being remarkable. Anyway, the idea is I knew I wanted to build a remarkable business and I didn't think I could do it with unremarkable software. [00:10:53] And having a technology background, I guess I wanted to build something. Anyway, so started out, spent a lot of [00:11:00] money, even though we were a technology business, we still gotta spend money and spent a lot of money developing something. It became overwhelming just in terms of how much further we had to go with it from the ground up. [00:11:12] And I was like, Look, this is, the business is starting to get expensive. The growth capital is starting to be expensive. And then the development on top of that is starting to get ridiculous. And so I started looking around and that's when Service Titan was really raising a bunch of money and there was a lot of press around them. [00:11:27] And I said, You know what? They're gonna have an open API and whether I, your listeners are familiar with that, but essentially the ability to connect into their database and do some custom things. Pull data out, push data in do things. I said You know what, we can take this core system, we can customize outside of it, and then we don't have to spend all the money on the core platform. [00:11:45] And we can focus on the things that make us unique and that'll be a better strategy. So we don't So you're telling Clear Jon, so basically at this point you're thinking of, I'm gonna build something on top of Server Titan. That's what you're saying, right? Correct. Yeah. Correct. So we dumped, I don't know, a million and a half dollars of [00:12:00] development we'd already spent. [00:12:01] We said, All right, forget that we're gonna, use the Service Titan. And so we, we did that. And I just don't think there it hasn't worked out exactly the way I had intended because we haven't been able to customize it. The core interface is still the core interface, and anything we do is hanging off of it, which means people are still using multiple. [00:12:18] Systems. And that hasn't doesn't fit exactly the way. It doesn't allow us to innovate the way we want to and so forth. And there have been some other frustrations I've had, with their technology. I'd be happy to share those things as well. But yeah, I'd I'm curious actually. [00:12:30] Yeah. What are things that you've experienced? My biggest frustration is I believe that H V A C, especially home services in general, but H V A C especially, is, needs to be a data-driven business. If you went to a major retailer L Brands, which is, Victoria's Secret, all that stuff, or Walmart or, any of these guys, they don't do anything without analyzing data. [00:12:51] Their retail data is everything because there are so many customers, and so many transactions, they can learn so much and customize their decision-making [00:13:00] process entirely around that data. H V C business, that's one of the things I love about it. You don't have my technology business. [00:13:06] We got you. Dozens of customers, but there are dozens of customers and the relationships exist for years and all this kind of stuff. You can't pull a lot of data out of those, just the basic customer engagement. But when you're h HPC company, you've got 10,000 customers. [00:13:21] You can start to make smart decisions about what solutions you present based on what's parked in the driveway because there's so much data that can help drive those decisions and everything. Our concept is you can take somebody who's a good technician and make 'em great with data. Take somebody who's great and make 'em excellent. [00:13:41] Same with sales. Take somebody who's, who's mediocre and make 'em good because you can make, you can drive when they hit, quote if it already interprets all the data that it has to interpret and makes those types of decisions, you can do some pretty cool things. . My biggest complaint about Service Titan is that just the core, [00:14:00] anytime I ask, and I've been very open about this, maybe we didn't implement it properly. [00:14:03] But anytime I ask a question that has a data component to it, every time I get back and answer, and I've got smart people that are running these things and pulling, pulling more data out and doing more stuff to it than I think anybody else is. And they're always like I don't know if this is really accurate but it should be and it drives me crazy. [00:14:22] I'm like, What? What do you mean? If the technician did this instead of this, then this isn't gonna be this way. And the data doesn't end up in a normal structure which means we can't, it, it makes it difficult for us to work with. And that's the point of data, right? [00:14:35] Is to have structure, to know exactly where the checks and balances are, to know exactly what to do next without that data in the right order. It, sounds useless to me, right? Yeah, that's, and again, I, that's my, been, my frustration is that I'll, and I'll be given data and I'll make decisions off of it. [00:14:53] And then it turns out that maybe that data wasn't so accurate, to begin with. And again I will take full responsibility that perhaps we haven't implemented [00:15:00] it to the letter the way that other companies have. I, I know there are a lot of people that use it. But that's my number one complaint. [00:15:06] Then there's synchronization. In, software, in technology, we say if it syncs, it stinks. So the concept, the core concept behind service type is you're syncing between the service type and platform and your accounting platform. Service Titan isn't an accounting platform. [00:15:22] It syncs with QuickBooks, it syncs with Sage, I believe maybe another one at this point. But anytime, So you're having to batch your invoices and other things out of service Titan into your accounting system. Now, if you have a change after the fact, somebody you have to, do a refund or, whatever happens now you're out of sync and you've gotta Reba and Resync and it's just, it's again, you're always, you're dealing with two different data sets. [00:15:42] And that's a problem. You mentioned ago six different, didn't you mention, I think when you said the example you just gave, I think you were saying a moment ago, like there were, there's multiple of those that you have to use, plugins, right? Yeah. Hundred [00:16:00] percent. [00:16:00] Yeah. Just as far as accounting goes, I think, they support QuickBooks and Sage. But again, those are batched processes. As far as, but there are tons of modules. That's one of the things they have developed a marketplace, and there are people that, that develop quoting systems and booking systems and other things that, you know, that, that connect with Service Titans, architecture over those they call it APIs is how that works. [00:16:20] But it's less functional than I think what you're about to say. Yeah. It's better. Pulling and pushing data out is better than a closed system, but a full system that's all integrated on the same backplane is better. And when we went out and we didn't want to develop something from the ground up, that's what we started doing, to begin with. [00:16:39] And that has its own challenges in terms of scale and also time to market and other stuff like that. So we looked at an e r P system and e r P is short for enterprise resource planning, which doesn't really mean anything to anybody. Really should, shouldn't even mean anything to me, I can't believe I still call it that. [00:16:55] But the concept is, it's a, it's an everything. The big companies, 50,000 people, [00:17:00] whatever, they've run on e r P systems for years, and the concept is that's their backplane. And it does everything from accounting to the help desk, to field service. It's even got a lunch order module. [00:17:11] So if you're gonna have a meeting, and everybody can put their lunch orders in there, and then you can, send that out to wherever you're gonna order from or whatever. So the concept is, it's all on one backplane. And you build modules that do that, do things. [00:17:21] And there's a difference between a module that lives on the backplane and one that lives outside of the system. Service Titan, you got the Service Titan Software. When you log into Service Titan, all you're ever gonna see is Service Titan. But you could have a quoting system. I'm trying to think of one of the ones that integrate with company Cam, maybe? [00:17:38] Yeah. Something yeah. Something like that. Yeah. So it can have, where it can share data, but it's still a separate browser window and it's not, doesn't live inside of Service Titan. A module and something that's an add-on in the marketplace is different things and I use the concept, the term backplane, it's not really a technical term, but the idea is essentially its actual software that's installed into [00:18:00] the core software system versus something that lives outside and just exchanges data. [00:18:04] But for the listeners, it sounds like that's probably, there's a greater chance of having miscommunication in a system like that, right? Because you've got multiple parts moving, Correct? Yeah. If it relies on I don't wanna get too technical cuz it just doesn't. But we call it a system of record. [00:18:22] Anytime you have a, you have data, you wanna have a clear system of record and you really can't answer the question, What's your system of record for the account for an invoice? Is it QuickBooks or is it Service Titan? At a certain point, the system of record of service Titan, cuz that's the only place the invoice exists. [00:18:39] After it gets batched and sent over to QuickBooks, then QuickBooks becomes the system of record. But your customer care people are not working inside QuickBooks. So now if you wanna send a copy of that invoice, even if it's been credited in QuickBooks somehow, cuz you wrote it off or something, it still exists in Service Titan. [00:18:54] So just the concept, it's not that there's, that they've done anything wrong, it's just if it sinks, it [00:19:00] stinks because there's, once you have two copies of an invoice and that's exactly what happens. You batch those invoices, you send 'em out to QuickBooks, and now you got two copies of 'em. So which one do you operate on? [00:19:07] And when you make a change in QuickBooks, it's not coming back, to service Titan. It's only one-way. It's a one-way batch process. And that has drawbacks. Certainly, they've got best practices for how to work around that, which is essential that, that if you make those changes, you need to make 'em in service tight, and then you Reba 'em out to the finance system. [00:19:23] But the same thing with employee time records. Okay? You're getting time records in Service Titan, but you're actually paying your payroll in QuickBooks, so you're having to, that data gotta be shared and stuff. Whereas one of the things, that drives me bonkers is that I can't get really accurate financials. [00:19:39] Again, maybe an internal issue, but it's delayed significantly from the end of the month waiting for the, we call it the tail, the paper tail, to come back. You have a post with a vendor and they deliver the product, but then they don't invoice. And so if you don't get the paper right in Service Titan until you [00:20:00] receive the invoice in QuickBooks, you don't technically have you know you've got a PO but you don't technically have an expense on your books. [00:20:07] And so it takes us a long time to have an officially closed month cuz we're waiting for that paper tail to come back. I want to know, my goal is to make it like a restaurant, which every night we close the restaurant. I wanna know, did we make money today or did we lose money today? Cause if we made money today and let's do it again tomorrow, if we didn't, then let's figure out why we didn't, and let's not do it again tomorrow. [00:20:31] If I've gotta wait a month and a half before I see a month of financials. And then I've gotta try to dig through that to figure out what the heck went wrong with our margin that we slipped 6% in our materials this month. I've already, the train's already down the tracks. A month and a half. [00:20:46] I'm gonna lose three months. From the day I could have made a correction to the time that I'm even informed enough to start to dig into it. I'm the aggregate time is potentially I, alright, maybe it's not quite three months, but from, if it's [00:21:00] day 1st of June and I don't get my financials accurate until July. [00:21:05] So one month and then probably really I'm looking at nearly the end of July to get my accurate numbers from June and then I gotta start making actions on that. So maybe I'm two months plus or in the neighborhood two months before I can make action that of something that happened back in, back on June one. [00:21:22] You can't run a business that way. You can get yourself in real trouble that way. That's. It's like an airplane, right? An airplane. If it gets off one degree, you are going nowhere near where you're supposed to be going. And that's what you're saying. You're able to catch that degree every single you're gonna tell us about that, right? [00:21:38] Yeah. You so let's just dive into how you're solving all these problems that, that you've come across. Yes. And so it comes down to the concept of the E R P, which is if I create that, if I create that PO then, then I can act on that, that, and that's integrated into my financial, it's not, hasn't become an invoice yet. [00:21:57] But I can still treat it as if it is an invoice [00:22:00] inside that system. But then I can pull everything together. We've built a daily p and l report that's a budget and a p and l all in one. And it starts with some of our top-of-the-funnel metrics. Things like How many service calls did I expect to get today? [00:22:14] How much did I budget for today? And how many did I actually get? Because I wanna be able to hold our sales team accountable. They say if you make the phone ring, we'll make the bank sing, right? So if I'm like, Hey, look, we said we all did this budget together. We said that we were looking for 40 diagnostic calls today. [00:22:30] We delivered 43, 43 calls got booked, and, our service revenue is not where it should have been. I'll use your words. And I had a guy that was president in one of my companies a long time ago, and he would, anytime he was talk, you were talking to him, he was like, writing something down like this, and you write it down. [00:22:46] And then later, sure enough, that notebook would come out, and he'd say, So now you make the phone ring. We'll make the bank sign. He's you said that, right? I didn't say that, and you're like, Yeah, no, I said that. I'd say We said we were gonna get, 43 service calls [00:23:00] and you thought that was right and you did your budget based on that. [00:23:02] Is that right? Yeah. Okay, then we made the phone ring, But you haven't made the bank thing. Is that correct? ? And it's just one of those accountability things. So starting at the top of our sort of p and l, it's not really a p and l it's an amalgamation of stuff. But the very top is your top line funnel metrics where you're like, okay, we expected to get 43 diagnostics. [00:23:18] We call 'em svc one internal code name, but service one calls is diagnostic. Then service two is a major repair that stems, from that diagnostic. Then service three is a recall, a service four is a warranty, so you have your top line metrics of how many things you expect at the book into all those categories. [00:23:33] And then you have your revenue numbers that come out of those categories. And then you got your sales leads, and then you got your actual sales, and then all that funnels down into your sectional p and ls. And this is on a daily basis, your service one. We expected to get $20,000 of revenue and service, today. [00:23:50] What did we actually get? Then we expected our labor costs to be this, and that's coming directly outta the ERP. So as they track time on that day, when they finish their day, we know what [00:24:00] their general, hourly rate's gonna be. We know how many ti, how many hours they track, and to which types of jobs they track them. [00:24:05] So now I can look at my daily gross profit on just that service one. So obviously you think your service one diagnostics are gonna be your most profitable calls and I hitting my, 50, 55%, or whatever, and these metrics are for that gross profit inside the service one. [00:24:21] My service two is hitting their gross profit metrics, and then on, So then you go all the way down, and then that gives you your gross profit. Then you've got your general administrative costs and your marketing and everything else. And then at the very bottom line. And those are somewhat Those aren't necessarily coming out of the e r p, you're projecting them because they don't they're lumpy. [00:24:39] They don't all come in, evenly but you're projecting what your monthly G costs are gonna be. And then at the very bottom line, you got your net, your net income, your projected net income for that day. But you shouldn't have to worry about the tail of the paper because everything's happening. [00:24:53], I consider residential H V A C to be a relatively retail business. You're not doing long-running projects. Your installs are [00:25:00] ours, at least ours are essentially one day. Our service calls are hours, not days. Repairs. Your hours not days. And so essentially we should be able to close the store every single day. [00:25:10] And then I can look at that, by 10 o'clock the next morning, I should be able to look at that and say, Okay, did we make money yesterday? Did we lose? And then look at the, did we lose it because we didn't get enough stuff at the top of the funnel? Did we lose it because we didn't make enough hay outta the stuff we had in the funnel? [00:25:23] Did we overspend on parts? What did we do wrong? Or what did we do right? And if you can look at it every single day, then you can get to the destination that you wanna get to a whole lot better than looking in the rearview mirror and being so pissed Man if I would've just known, I could've fixed this a month and a half ago. [00:25:40] And it actually takes energy from you because if you see something that was wrong yesterday and you can change it today, that creates energy when you're like, man. I found something recently I'll be honest about it. We found that we were paying sales tax on service parts and in North Carolina we pay you don't pay sales tax [00:26:00] on, you pay sales tax on the replacement stuff because the customer doesn't pay it. [00:26:04] It's considered a capital improvement, so we don't, so the customer doesn't pay it on replacing a system which means we do pay it the to the vendor for the equipment, but on service, they do pay tax. So we don't pay tax the on the service parts. We've been paying taxes on the service parts that we're buying from the vendors. [00:26:20] And the fact that it took us a significant amount of time to see that in the numbers when that when somebody made a change in the office to start doing that is a defeating sort of a process. You're like, Oh my gosh, we just paid, this six and a half, 7% on all these parts for this amount of time. [00:26:34] And it's taken so long to figure out that was what was going on. That doesn't create energy to fix things. It actually is. It takes your energy cuz you're a man, if I had known about this right away, I could've fixed it and saved a lot of money. [00:26:47] So you anticipate getting that energy every month because you're gonna be behind every month. Yeah. Yeah. Exactly. So whereas, one of the concepts I don't know if you promote, you've talked about it a lot on this show, but the Rockefeller Habits was, is, was a [00:27:00] really good approach to business. [00:27:01] And then it, it turned into traction eos entrepreneurial operating system. So Rockefeller became traction, eos. Anyway, one of the core concepts that came from Rockefeller that became traction, EOS is a daily huddle. And if you've got actual, broken down financials that you can use in your daily huddle and certainly your top-of-the-line metrics and stuff like that, then you say, Okay who's, marketing guys, Let's talk about the top of the funnel. [00:27:24] Okay, we, did we get enough diagnostics? Did we get enough? Sales opportunities. Do we do this? Do we do that? Yes, we're on, we're doing great, blah blah, what's our cost of leads? You cover that. And then, okay, now operational guys, did we sell, how do we do on our average tickets? How do we do on actually turning that stuff into results? [00:27:40] And it's all broken down for you, that way. But the only, that's not that unique. Everybody wants that. The problem is that if you don't have a back,  an E R P backplane, you can't get that kind of data outta your organization. And so that's the heart of what we're doing. [00:27:55] So let me I am curious, once you discovered the tax [00:28:00] state, all right, and that just, you don't have to give me obviously an exact number, but I'm just curious what that mistake cost you if you could have eliminated it in a 24 hour time period. Instead of how, You don't know, if you told us how long you actually were paying the tax on it? [00:28:16] Yeah, I'd be embarrassed to tell you that. So basically the number's staggering. Yeah, it's quite a lot. But we, there's a two-year statute I believe that we, so there's, we were within the amount of time that we could go and claim a what do you call it when you restate, basically restate your tax filings revised, amended we could amend our tax filings. [00:28:39] And so fortunately that's still, we haven't got the money back yet, but we're working on that. But yeah, it's certainly an issue. . The key thing though, Jon, is that, without you figuring this out, you wouldn't be having this conversation with me about getting that money back. You would, and anybody that's listening could be in this very same exact situation because look, a [00:29:00] lot of. [00:29:00] That I deal with. A lot of people that I know use, Service Titan, they use a lot, several different platforms, but a lot of people use Service Titan. Yeah. And so it's anyhow, so we won't, just to be fair, that's not there, That's our problem. That's not, that really can't be attributed to Service Titan other than the fact that not having everything, tight tightly enough, that's the only tie. [00:29:20] They, they're certainly not responsible. Yeah, for sure. I just mean, Yeah, exactly. I'm glad you clarify, but I should be able to look at my margin drift and analyze that margin better. And because the purchasing, inventory, invoicing, it's all it's not really tightly integrated. [00:29:36] And so that's where you have things like that can get by you, even if you're a decent business. Yeah, absolutely. All right, so the next thing I want you to talk about, which is to me it's the sort I think it's one of the more, more exciting things for me because I think it's one of the things that is just, it needs to be dialed in, which is the inventory. [00:29:57] I want you to dive into that for a moment. Tracking. Okay, what [00:30:00] I want, and let's go back to the daily, the concept of shutting this door down every single day. Inventory has been perfected by other companies for a long time. They mark things as a, B, and C-type inventory, representing the number of times it moves inside. [00:30:15] So A is your quick turn, your B is your medium turn. C is the stuff that sits a little bit longer. And then anything below a C is stuff you shouldn't even be carrying because it doesn't turn enough, right? Everything from inventory analysis to. Stocking restocks, all that stuff has been, has been done. [00:30:30] And what we want to be able to do is when somebody says complete on an SVC one, a diagnostic call, which doesn't involve any follow-up, I wanna know what our margin was on that job. And the only way I can actually know what a margin is on that job is by using a standard inventory price costing mechanism. [00:30:50] People use last in, first out, first in, first out average cost is all different types of methodologies you can use, but you have to use one of 'em. And [00:31:00] properly developed, designed inventory system will tell me when I pull that thing off the shelf, based on what I've chosen, what inventory costing model I've chosen to use, what that costs. [00:31:09] So if I know that my employee, my team member costs. Burdened 45 bucks an hour. And that this part, these parts that they used using a first in first out mechanism that these parts cost me $38 and I got this amount of revenue as soon as they hit complete on that job, I know what my margin was on that job. [00:31:29] And then that can all flow down into my, into that thing I was talking about earlier where I can see what the heck happened on an aggregate, basis. If I just, especially with raw costs changing rapidly, if I somehow vaguely think that this igniter or elbow, PVC elbow, or whatever we're using cost this amount of this amount, but it's because it never got updated in my system, then I could be, totally wrong. [00:31:53] But the whole constant between, these advanced inventory models are, there's a purchase order that's linked to that material. And when it gets used of the. Then [00:32:00] it decreases what I've got on the truck. So I know exactly what my balance sheet should say for how much I should have on the truck. [00:32:06] And then if I need to restock, it can decide whether to pull it from this warehouse or a different warehouse and what it costs, and how much I've got. So all these things are advanced things that nobody's gotta redevelop because they already exist. But service items are down to redevelop 'em because they didn't exist in Service Titan. [00:32:22] Their inventory model, and I haven't looked at it recently cuz we went in a different direction, but for the longest time, they had really no advanced inventory strategy. And then, finally, it's still this disjointed from the finance piece. So your balance sheet, even if service type knows how many three-quarter PVC, 90, 90-degree elbows you got in your, on all your stock, across all your stuff, it ain't gonna be reflected. [00:32:45] In your finances, so you're still having to try to back into a balance sheet somehow. On a daily basis, do I know how many, and how much my inventory's worth do I know how much is in trade and has been ordered but hasn't arrived yet? All these things are possible with a backplane that can support that level of [00:33:00] complexity. [00:33:01] So yeah, that I great answer. And I think this is; I think it's super needed. I want, one of the things I think that's pretty interesting is I want you to talk about, we're shifting between summer and fall right now, right? Yep. And you and I have talked about this several times about there's usually inventory that gets caught between seasons, right? [00:33:21] Yep. How have you figured out, have you figured out a way to eliminate that to a degree or lessen it? I think I've certainly come up with a way to maximize the use of capital as far as that goes. So we build four. We can build as many as we want to. We build four. For summer, winter, fall, and spring. [00:33:41] And the spring and the fall are transitional templates. And then those are also, and then they, there are sub-templates for each type of vehicle, whether it's a pickup truck or it's a van or whatever. And so what essentially happens is we've already predetermined that we need more furnace parts, in winter than we need summer parts. [00:33:58] Summer parts might [00:34:00] be capacitors, contactors drain parts, all that sort of stuff. Your winter parts are gonna be mortared furnace parts, your reversing valves, and things like that. So essentially, what we do is say, All right, this is our summer template. This is our winter template. [00:34:12] Somehow we gotta move from our summer template to our winter template, which means reducing certain things and stalking other things back up. So the transitional templates allow you to have some inventory numbers in the middle. So if I want to carry a. No, a thousand dollars worth of capacitors on my trucks in the summer, but I only want to carry $250 of them the in the winter. [00:34:34] The reason why that fall template is important is that you're gonna reduce your numbers. You might carry five of everything or three of everything in the summer, and I only want to carry one of everything in the win in the winter. If I bring that fall template in sometime in mid to late August, then it's gonna allow me to burn, to use my summer inventory down to that intermediate media level. [00:34:58] And then when I transition to the winter [00:35:00] template, sometime in late September, then I can, I'll get those numbers down even further. So what you're doing is you're bringing in winter inventory, maybe the fall template doesn't really bring in any winter inventory. We're not really gonna be using it, but it starts to sell down the summer inventory. [00:35:15] And then once I've sold down the summer inventory, I reduce it even further at the same time as I bring in that winter inventory. And it's as simple as just once you've built the templates and I hit a button that says we're gonna, let's start thinking about moving to, And everybody in the business, especially in North Carolina, knows it. [00:35:29] You're running strong July, the first week of August, the second week, August, she's Yeah, this is going great. And then it's Neil like the phone stops ringing like the third week of August because everything that has broken is gonna break, is broken. And it's still, it may still be 90 degrees, but it just, the wheel come off of the demand at that point. [00:35:47] And that's when you start making that transition. And it helps again, helps you to sell down that, that inventory. And you, on a large-scale operation, might be saving yourself parts that literally just gathered dust on the shelf. You [00:36:00] might save I don't know, 40, $50,000 worth of capital. [00:36:03] That that you don't need to have that can go into growth or something else. Or, I don't know. . No, that makes complete sense, I think. And I just think it, it's fascinating because I don't know anybody else that's come up with anything like this, that you're able to, it's able to essentially automate, the inventory or the seasons. [00:36:21] I think it, it's just, it's really cool. One other thing that I think is also great that we have not talked about, Actually, gimme a second. Cause I just lost what I was thinking. There was one more thing that I really wanted you to talk about, and I did. Was it related to recalls? Was that one of the things? [00:36:36] Yes. Yep. All right. Yes. So one of my frustrations, and again, I wanna be very clear that, so people don't be like, Oh, you're just using Service Titan wrong. Okay. I that's fine. I'll be more than happy to be we're not gonna go back to it, but I'll be more than happy to admit that we're not using it right Cuz I'm sure there are people that are doing it better than us. [00:36:54] But one of the problems that, that I've got with Service Titan is there's, [00:37:00] the way the recall process works is there's an, as, there's an assumption that it's clear enough that customer care can make a connection at the time the call is made. So a call comes in the service height model that somebody says I, you guys were just out here and I have another problem. [00:37:18] Okay. That by, by software. That's easy enough. I find that prior call, I say recall, and then I generate a new job that's based on that other job. And it, and it's, that's tagged as a recall. But I've got a real problem with that because I think psychologically we're setting ourselves up to give away money that we money and also goodwill or reputation that we don't necessarily have to give away. [00:37:40] So our approach is that everything is diagnostic. The only but your market is a diagnostic and a possible recall that makes the customer feel better. So the exact same scenario is Joe calls up, Hey, you guys screwed up. Yeah. You gotta come back out here right away. I want somebody this afternoon. [00:37:56] Immediately. You guys were just here, and we're like just here two months [00:38:00] ago. Yeah, but you were just here. Okay, Joe, we got you, buddy. We'll be there. We'll take a look at it. And he's I don't expect to pay anything for this. Okay, here's how we do this. [00:38:07] We're gonna mark this as a possible recall, but the first thing we do is always diagnose the issue. We diagnose it because if we go back on the assumption that we've made a mistake, then we're looking narrowly at the last thing we fixed. And what if there's a bigger problem and now you have another recall, and you still want to blame that on us, so Joe, what we're gonna do, we're gonna mark this as a possible recall. [00:38:29] The technician knows that if there's anything that we did wrong, that that there that you won't be charged for that within our, warranty policy. But all he's gonna do, when he gets there, he is gonna say, Joe, I'm here to diagnose the issue. And that's all you're gonna talk about in the begin with. [00:38:43] So now our technician is not when they get dispatched, and it says, recall in their mind, this is a $0 call, and they're not even prepared to defend the company or our prior work when they get there because they've already been told it's a recall. And then there's also a lot of complexity that [00:39:00] happens where, which, okay, it's a recall. [00:39:01] Was it the service guy that was there two weeks after it was installed, and now it's a recall on the service guy? Or is it a recall on the install? Or, is it something, is it a drain line or something that is draining into the side of their house into their wall that we never even touched? [00:39:18] As part of the re, we reconnected their drain line, but we, we didn't, we never re-piped it or anything like that, so anyway, so that's my point is that there's a much more complicated thing that has to happen with regards to recalls and we, we are building a process, and I say we're building cause we haven't completed this part of it, but we're building a process where we create a recall group and then we can evaluate to what percentage each. [00:39:43] Person who was involved contributed to the overall cost of the recall. So you have a recall group that says, Okay, there was an issue here. And we went back four times. Was Bill responsible for 20% because he should have called it originally? Was Jeff responsible for another [00:40:00] 20% because he didn't pick it up? [00:40:01] Pick this up the second time he was there. So what? And now, because we're getting this in real-time, we know what their drive time was, we know what their onsite time was, and we know what the parts used were. We can figure out the total real cost of what that recall was. But then we can also, in this recall group, we can assign a goodwill expense to it as well. [00:40:20] We can say this customer has now decided that they will, they had four systems, three of 'em were gonna go bad in the next two years, and they've decided they will never work with, with our company again. Of this debacle with this recall. So now we can assign a goodwill impairment to that recall group and say, Okay, this is what, this is our direct cost, This is our goodwill impairment, and this is what this overall recall cost us. [00:40:43] And so now when you're looking at your, you're looking at your financials at the end of the year and you're like, Hey, we did. We made 10% net; we're the greatest thing in the world. Hey, Jon, did you notice that our total cost of recalls, including impairments, was [00:41:00] $763,000? [00:41:01] Wouldn't you like to have half of that back? And we all deal with recalls. I'm not saying that I can take seven 63,000, and reduce it to zero but certainly, what comes out of that recall group is coaching. Because you can say, Okay, Joe, Bill was responsible for 20% of this. [00:41:16] And what were the skills that he missed? I can say it was low voltage; it was refrigeration, it was just sloppy work. What were the things? And now I can look at a scorecard for Bill at the end of the year, the quarter, or whatever, and say, Wow, Bill, you're doing great on, on sales, you're doing this, you're doing that. [00:41:31] But they, my God, we gotta get you some help in low voltage wiring because you're a train wreck, buddy. You're costing us $50,000 just because you don't know. The difference between the primary winding and secondary wiring winding. And I'll be honest, I'm thinking about taking your multi-meter because you don't even know how to use it. [00:41:48] And so if, but you don't know, unless you aggregate data, you don't know how to make it actionable. I see too much that people are like, Oh, Bill screwed this up. We gotta get rid of him or, [00:42:00] whatever because it was some lightning strike of a problem that Bill created. [00:42:03] But if you look at his record, isn't it, aren't there three other guys that are consistently losing you more money than Bill is? Even though this one was a big, big to-do. And that's where data, that's what I, you have to data; you've gotta be able to make decisions, you wanna be able to quickly get to insights. [00:42:18] Data's not important. Insights are important. And if you're properly managing data and properly reporting on data, then you can get insights. And when you get insights, you can make better decisions, and you can run a better, more profitable business. One thing I will be curious to find out, I don't know if it's been enough time yet for you to have the data, and I don't know when you changed your language pattern from TA saying it's a recall too, it's diagnostic, but I'd be interested to know what the, how that changed yours. [00:42:48] Closing rate or whatever metrics you measure by for those recalls or yeah, I guess you could measure it by the amount of money they collect because if normally it's a recall, it's gonna be free. So have you seen or got any data [00:43:00] on that? Do you know what the difference has been since you changed that language? [00:43:03] Yeah, as I said, this is being, this part of it's being built and hasn't been implemented yet. I'm just as curious as you are to see how this, how the recall. We call it our LR process roller [00:43:17] for short. Say it one more time, Jon. It doesn't matter whether the computer cut out our r l. Okay. R L R. We call it roller, Rlr roller, whatever, but the R is short for recall. And low revenue. So our process. Because it doesn't matter to us if a tech rolls up and doesn't hit, doesn't collect, it's not just collecting anything. [00:43:40] It's if the call when it's closed doesn't meet minimum gross profit standards, then they'll have, it'll enter the rlr process. And I don't, And again, the same way, we don't care on the front end, whether it's actually a recall or a diag, diagnostic. We're gonna treat everything as a diagnostic on the back end. [00:43:57] We're gonna treat everything as a low revenue, [00:44:00] or no revenue. I don't care, which either way, we didn't make money when we were out here. If it's low revenue, it goes into the RLR process. If it's a recall, it goes into the RLR process. And then somebody has to analyze that issue, and you do your first analysis and it never gets closed because we have unfortunately found that one recall, it's like coronavirus, you get one, you're gonna, you're gonna infect. [00:44:20] It just seems like that's how it goes. And so you create the recall group, and if you're lucky, it's one, but then, if you get a second one and then the third one, all of a sudden it's a, it is a runaway train. But that's the other thing that they can do for you, are you can recognize that pattern. [00:44:32] It's okay. When you hit your third recall, now all of a sudden, this is like general manager material. This is not something that just gets handled inside the company. It's okay, and we got three here. We're not getting a fourth. We need to go see what, see what's going on here. [00:44:44] Because that's, unfortunately, that's what happens is there's something that's not, that's hidden. And we battled some gas packs one time; it was before we realized that this was a common issue. But we, there was a low voltage short in a two-stage gas pack because one of the sensor wires on the, I think the high [00:45:00] pressure or whatever was rubbing against the. [00:45:01] The corner of the inside of the gas pack. And it only it was like, it was only when it would shift in a defrost that it would energize that sensor and short this thing out, or, Oh, sorry. Only when it went in the second stage when it would do this. And we were, we found other issues out there, and we were like, All right, we got this. [00:45:17] we found that some mice had chosen to chew the low-voltage wire. We're like, All right, that's gotta be it. Change that out, thermostat every time it, does this, it's, it's gotta be the thermostat, so you do this stuff, and you think that you're low v voltage is tricky anyway, and you think that you're solving problems, but turns into, three or four recalls before you know it. [00:45:35] And that's when you gotta say, Okay, let's stop. Know, send in our specialist, to deconstruct this so that we don't turn three or four into 10. And a customer that is calling the Better Business Bureau, and that's really what, and that's what you have to look forward to. [00:45:50] A bad review. If you go out there more than three times, you're probably not gonna get a great experience from that customer. And they will continue being a customer, not a chance. You might be pulling out that equipment [00:46:00] like over a wire rubbing on the cage. It takes a zip tie and a piece of electrical tape, and that customer's never gonna call you again. [00:46:06] But you gotta be able to, you gotta have a process to manage it, and then you gotta be able to interpret the data because things are happening. You can't be reactive in scale, a business. You gotta be system systematic. And that's where we're trying to go. [00:46:20] It's difficult. We've I thought I was gonna wave a wand at this thing. And oh, I'm successful in this business, this H V A C thing, it's gotta be easy. I'll figure this out in a couple of months, and I'll spend the rest of my life on the beach in Turks and Caicos. But it's been a humbling process. [00:46:34] There are so many moving pieces that you've got to have a system to manage them. And we've made mistakes and learned a lot from them. But we're pretty confident that this path we're on now is the right one. And we're seeing good results so far. [00:46:48] So I know that you probably know I was gonna ask you this would is this something that we talked about this? This is not something that you're pitching by any stretch. No. This is what you're using for your company, [00:47:00] but. But is this something that you could implement into a larger, say, $152 million, $200 million company? [00:47:07] Is that something you could possibly do once you get it completely done? Yeah, I think the thing about it is that there's gotta be a commitment to operations. It's not something it's because of its nature of it; it's complex. And so you'd have to be a certain size organization to benefit from it. [00:47:24] Cause when you start shaving pennies, it takes a lot of effort sometimes to get to where you can shave pennies. But at a large enough scale, those pennies out to a lot of money. And so it doesn't, I don't think it works for smaller companies. It's just too complicated. [00:47:36] And I don't mean complicated like you gotta be a, an MIT pH you know, a post-doc to run the thing. It's just that you've gotta be committed to certain operations. Because software and operations fit together. And I, we've certainly fought battles with our service technicians who are like this is too complicated. [00:47:55] I don't want to do all this. I hear you, but this is the right way to do things so that [00:48:00] we can have operational excellence. And if you're not interested in operational excellence, then I'll invite you to go to all of the mediocre companies that are out there. So you gotta have a certain operational approach and respect and ability within your team, to be able to do something like this. [00:48:15] But yeah, I haven't. You had, I had chatted briefly about it. I never set out to sell this because I want to build a world-class h a c company. And there's a difference between running software and building it for somebody else. You get into. Implementation teams and sales teams and all this other kind of stuff. [00:48:31] So I think where you and I landed was, I'm happy to discuss this with anybody who is interested in, like geeking out about software and technology and operational excellence. And we would consider my technology company has expertise in this, and we would consider working with anybody who sees the opportunity in something like this and sees the deficiencies and other approaches. [00:48:55] But we're certainly not actively looking to sell it because we're focused on operationalizing [00:49:00] it for ours. For sure. Dude, this has been such a great conversation, and people are gonna have to go back and listen to this probably because you've talked about so many different things that are super important. [00:49:11] And quite frankly, nobody's heard a lot of these things cuz it's the first time. I think you've talked about it publicly. I just made it all up so [00:49:21] how I do. Was that good? I think you did pretty well. Yeah, I think you did pretty well. You sounded smart. Exactly. No. Oh no, it's been fun. You get in the trenches of working on this stuff, and it's sometimes nice to talk about it. Because you get so deep into solving these problems and figuring 'em out. [00:49:36] It's nice to step back and have this conversation with you and talk about the potential and how exciting, it is. Cause it is, it is exciting, but it takes a lot of work to solve these problems in a way that, is scalable. And builds value enduring value in an operation that's got that process-driven approach to it. [00:49:55] Yeah. Somebody that, people that are listened to this that they hear this and they're like, Man, [00:50:00] that sounds like something I'd like that person's probably going to already be in. They're gonna be that 150 to 200. Because look, at the end of the day, as you said, this is not something for a smaller company because it's just too, probably too a little bit too technical, a little bit too sophisticated. [00:50:14] It Probably takes a lot of work for not a lot of gain potentially. Yeah, I think it's certainly a pathway to being If, if you're on your, if you're on a pathway to being that, that 50, 75, a hundred million dollar company, then you probably already got the same frustrations, and ideas. [00:50:30] If you don't recognize that there are deficiencies in what you may be doing now, then I don't think it's a fit. If you recognize the deficiency, you're frustrated. And, now, the issue there is that, there's a reason, there's an investment that has to happen. We've spent millions in, in, in our approach to it. [00:50:46] And that's because I didn't pull that outta my H V A C company; I pulled that out of our 20 years technology company. And I think that there's an investment that has to happen to make it operationalized it. And so that nexus of size and [00:51:00] and where you wanna take your company and all those different things have to come together in a way that's okay, yeah, that we can make this investment, we can make it in people, we can make it in technology. [00:51:09] And we have the management, manpower man or womanpower to implement this thing and make it successful. So all those things have to come together because you don't just implement a piece of software. You have to implement a business operation that runs on software. So if you don't fit those qualifications, there's no reason for you to reach out pretty much. [00:51:28] You just explained precisely the person that could use this. Yeah. No, I enjoy, I, I enjoy talking to anybody who's in the industry, and just, we can, like I said, I'm happy to talk to anybody. I don't wanna make some; We're definitely not. Our goal we haven't sold it to anybody. [00:51:42] We haven't; that's not our goal. Our goal is to build it for ourselves. But like you said we'd be, it'd be smart to have some conversations if other people are facing similar challenges and ha and are interested in having those conversations. Yeah, I think it's gonna, I think it, for sure. [00:51:56] Jon, this has been killer. Dude, I can't thank you enough. [00:52:00] If you would tell everybody where they can find you, Tell 'em the comfort monster wherever you want them to find you. Yeah, that'd be great. Yeah, if you wanna have some fun, go. If you go to comfort monster.com and then there's a, on one of the menus, it says Meet comfy. [00:52:12] It's a pretty funny page. It has his bio and what he likes, and some FAQs about him. It's just funny. But check that out. And but if you wanna get in touch with me, I'm easy to find Jon.Jordan@comfortmonster.com or Jon.Jordan@atlanticbt.com, short for Atlantic Business Technologies. [00:52:31] And if somebody's listening to this that wants to get in front in touch with comfort, what's the phone number there? Nine one nine Monster. Boom. That's right; you already said that. So appreciate you, Jon. This has been great. Thank you, man. All right, thanks, Corey. You got it.  

Un extraño fin de semana al interior de la red social, en México salen ejecutivos clave de otro unicornio y el peso se mira fuerte frente al dólar.

¿Te encuentras a ti misma limpiando compulsivamente cada desorden o estás muy relajada del caos que hay en tu hogar? ¡No te pierdas el episodio de hoy!

Que lindo volver a grabar episodios así.

Di la verdad o por lo menos no mientas. Qué hacer cuando no sabes que hacer? Di la verdad. En este episodio meditamos sobre: ¿Ir a lo fácil, o decir la verdad? ya que son dos caminos distintos dos formas totalmente de existir. Una persona que vive una mentira de vida está tratando de manipular la realidad a través de la percepción, pensamiento y acción. De manera de producir un resultado predeterminado que se quiere producir de forma agónica. Dos premisas Conocimiento y realidad 1.- El conocimiento con el que se cuenta es suficiente para decidir si algo es bueno o malo ahora y en el futuro, si el menor asomo de duda. 2.- La realidad seria insoportable si se le deja tal cual es. La facultad de la racionalidad tiende PELIGROSAMENTE al orgullo. (Todo lo que se es lo que hay que saber) El orgullo se enamora de sus propias creaciones e intenta convertirlas en algo absoluto. Hay gente que hace todo tipo de malabarismos para defender su utopia y que se hiciera realidad. Si te gustó, comparto con tu gente, y asi llevamos un mensaje de esperanza a más personas. Gracias por ser GENTE EXCELENTE Ubicarme no había sido tan fácil https://linktr.ee/rafaelhernandezmeta Visita mi web www.rafaelhernandezoficial.com Instagram https://www.instagram.com/Rafaelhernandezmeta TikTok https://Tiktok.com/rafaelhernandezmeta Twitter https://twitter.com/rafaellifecoachEn facebook Facebook https://www.facebook.com/rafaelhernandezmeta Mi tienda virtual Venezuela https://amway.com.ve/rafaelymary Mi tienda digital USA https://www.amway.com/es_US/myshop/rafaelymary ¿Ya viste nuestro canal de Palabras de Aliento en Youtube? https://www.youtube.com/c/RafaelHernandezM UNETE al canal de Telegram de palabras de aliento https://t.me/palabrasdealientotelegram --- Send in a voice message: https://anchor.fm/palabrasdealiento/message Support this podcast: https://anchor.fm/palabrasdealiento/support

O vale-tudo na reta final da campanha. A ampliação do poder da Justiça Eleitoral para lidar com a desinformação. As medidas do governo que desequilibram a disputa de poder. E mais Acesse a Gama Revista e leia a nova edição da Semana a partir de domingo: https://gamarevista.com.br/ Links para as matérias citadas: O jogo pesado da campanha na TV no segundo turnohttps://www.nexojornal.com.br/expresso/2022/10/16/O-jogo-pesado-da-campanha-na-TV-no-segundo-turnoAção expandida e efeito colateral: as decisões do TSE em 2022https://www.nexojornal.com.br/expresso/2022/10/21/Ação-expandida-e-efeito-colateral-as-decisões-do-TSE-em-20221?utm_medium=Social&utm_campaign=RedesNexo&utm_source=Twitter#Echobox=1666370036-1Da pandemia à corrupção: o saldo do debate presidencial na Bandhttps://www.nexojornal.com.br/expresso/2022/10/17/Da-pandemia-à-corrupção-o-saldo-do-debate-presidencial-na-BandO consignado do Auxílio Brasil usado como impulso eleitoralhttps://www.nexojornal.com.br/expresso/2022/10/18/O-consignado-do-Auxílio-Brasil-usado-como-impulso-eleitoralA máquina pública a todo vapor na reta final da eleição presidencialhttps://www.nexojornal.com.br/podcast/2022/10/20/A-máquina-pública-a-todo-vapor-na-reta-final-da-eleição-presidencial

-Mercado ya listo para otro gran aumento de tasas de 3/4%. -Rusos retiran su dinero. Gobierno dispone del Fondo Soberano. -Tesla no podrá entregar todos los autos que puede vender. -Pasta ¨Italiana¨ hecha en EEUU demandada por engaño.

Nuestro Spotify, Patreon y Shop [NEW MERCH]: https://linktr.ee/yosoyungamer Hablando Gaming es un podcasts que se transmite en vivo exclusivo a nuestros Patreon. Conviértete en un Patreon hoy en www.patreon.com/yosoyungamer #Bayonetta3 #HellenaTaylor #boycott --- Support this podcast: https://anchor.fm/yosoyungamer/support

00:00 Caos centrodestra, quello che è successo ieri al Senato con Forza Italia che non vota La Russa è folle. Fa bene oggi Francesco Bei a scrivere su Repubblica: “La […]

Emisión del programa Del Caos al Cosmos del 6 de Octubre de 2022Transmitido por Radio AMLO, http://www.radioamlo.orgEn Twitter @Hasardevi @DelCaosAlCosmosVisite el blog http://hasardevi.blogspot.com

Es verano, camino por pequeñas calles en las que se cuelan motonetas y peatones, desde los balcones cuelgan miradas de la gente que ha salido a disfrutar de una tarde que va refrescando. El bullicio se mezcla con sonidos que vienen de cafeterías preparando espressos, vendedores callejeros y por supuesto el motor de las motocicletas. Viajamos a Nápoles, nos perdemos entre sus calles, los mercados y su hermosa decadencia. Este es un episodio en dos partes, en esa primera parte, recorremos el mercado de Pignasecca, El quartieri Spagnoli y los murales de Maradona. Hablamos con Raffaele de la Asociación Cultural Napoli That's Amore quienes dan tours gratuitos por la ciudad con la intención de cambiar la imagen global de la ciudad. Recuerda usar los auriculares para mejorar la experiencia sonora. Espero lo disfrutes. Muchas gracias por escuchar. (ENG) It's summer, I walk through small streets where scooters and pedestrians are passing by, from the balconies hang glances of people who have come out to enjoy a refreshing afternoon. The hustle and bustle mix with sounds coming from coffee shops preparing espressos, street vendors, and of course the motorcycles' engines. We travel to Naples, and we get lost among its streets, markets, and its beautiful decadence. This is a two-part episode, in the first part, we visit the Pignasecca market, the Quartieri Spagnoli, and the murals of Maradona. We talk to Raffaele from the Napoli That's Amore Cultural Association which gives free tours of the city to change the global image of the city. I hope you enjoy it and remember to use headphones to enhance the sound experience. Thanks for listening.

Emisión del programa Del Caos al Cosmos del 29 de Septiembre de 2022Transmitido por Radio AMLO, http://www.radioamlo.orgEn Twitter @Hasardevi @DelCaosAlCosmosVisite el blog http://hasardevi.blogspot.com

Você acha que deveríamos trabalhar (apenas) 4 dias por semana? Todos os ramos de atividade poderiam ser contemplados com esta mudança? Isso deve ser uma demonstração de reconhecimento para apenas alguns ou para todos? São muitas dúvidas! Mas a certeza é de que este é um papo interessante, já que muitas empresas em diversos países estão testando este novo modelo. Acompanhe nosso bate papo sobre o tema e conheça o avanço dos testes realizados para discutir com seus líderes e colegas se esta alternativa cabe na sua empresa! Siga a Escola do Caos e o Armazém por onde formos e assista ao videocast no YouTube, na página da Escola do Caos!

Caos of chain

La agencia sanitaria panamericana asiste a Haití en la respuesta al cólera. El Consejo de Derechos Humanos renueva el mandato de la misión para Venezuela. Pakistán es un ejemplo de la injusticia climática. Se requieren fondos adicionales para asistir a los refugiados damnificados por las inundaciones. Los precios de los alimentos hilan seis meses consecutivos de bajas.

SobreNo podcast desta sexta, imaginamos Heráclito se perguntando: "o que é que vem antes do caos?". A mitologia grega de Homero e Hesíodo colocava o Caos como princípio de tudo. Mas os filósofos da natureza, como Heráclito de Éfeso, começaram a se perguntar pela verdadeira causa das coisas. O que faz com que as coisas sejam da maneira que são? Qual é o princípio fundamental que produz todas as coisas? Cada filósofo traz a sua resposta. Heráclito fala do fogo e pensa o mundo como um vulcão em eterna erupção.Vocês estão convidados para o nosso aniversário! 10 anos de Razão Inadequada, 10 horas de Live, dia 15/10 a partir das 10h.ParticipantesRafael LauroRafael TrindadeLinksAulas abertasOutros LinksFicha TécnicaCapa: Felipe FrancoEdição: Pedro JanczurMailing: Adriana VasconcellosRevisão: Erika RodriguesAss. Produção: Bru AlmeidaGosta do nosso programa?Contribua para que ele continue existindo, seja um assinante!Support the show

1. Revelamos la verdad en uno de los peores caos de manipulación y desinformación recientes. Se trata de una persona que supuestamente fue arrestado pOR Protestar en el condominio Sol y Playa, pero lo que salió en prensa fue falso. La mentira la difundió la Unidad de Inteligencia de la Policía y la prensa no lo corroboró. Hoy revelamos que fue lo que paso y como se engañó al pueblo en el caso del chef de Humacao, Dennis Rosario. 2. Aumentan a 29 las muertes asociadas al huracán Fiona, informa el Departamento de Salud. 3. Sigue desinformando Luma con el aval de La Fortaleza porque dicen al pueblo que ya casi todo el país esta energizado, pero Alcaldes de pueblos del sur y oeste de Puerto Rico señalan que están sin luz. 4. Informe encuentra un mal manejo de fondos por parte de FEMA luego del huracán María. 5. Caos en Corrección y nadie dice nada. Van 71 muertes de confinados en lo que va de año: la cifra supera el total anual entre 2017 y 2020, y la secretaria Ana Escobar Pabón busca excusas. 6. Mayra Santos Febres relata su agonía con una firma de sistemas solares: “Este es el rostro del cansancio”. La escritora denunció que fue “estafada” y reclamó ante una comisión del Senado mayores protecciones para los consumidores. 7. Abogado de Ricky Martin reitera que el cantante es víctima de “persecución, extorsión y venganza” Éstas y otras noticias, hoy En Blanco y Negro con Sandra. - - - Este programa se transmite por las siguientes emisoras, y por sus respectivas plataformas digitales, y aplicaciones para dispositivos Apple y Android: 1. Cadena WIAC - WYAC 930 AM: Cabo Rojo-Mayagüez 2. Cadena WIAC – WISA 1390 AM Isabela 3. Cadena WIAC - WIAC 740 AM: Área metropolitana 4. WLRP 1460 AM Radio Raíces: La voz del Pepino en San Sebastián 5. X61 610 AM: Patillas y toda la zona sureste 6. X61 94.3 FM: Patillas-Guayama 7. Mi Podcast: Anchor, SoundCloud y demás. https://anchor.fm/sandrarodriguezcotto Redes Sociales: FACEBOOK, TWITTER, INSTAGRAM, LINKEDIN · E-mail: Enblancoynegroconsandra@gmail.com · BLOG: http://enblancoynegromedia.blogspot.com --- Support this podcast: https://anchor.fm/sandrarodriguezcotto/support

La batalla contra las bestias los deja mojados, heridos y en el fondo de un precipicio. Si esto es lo primero que los recibe de camino a la Caída de Ethran, que los esperara en el misterioso pueblo.  Instagram: LasersyDragones Facebook: https://www.facebook.com/Lasers-y-Dragones-107811964082804 En Twitter @lasersydragones Youtube: https://www.youtube.com/channel/UCPZQdWughRVDyd3LNFkIExw/ Email:  lasersydragones+contacto@gmail.com twitch: https://www.twitch.tv/lasers_y_dragones Discord: https://discord.gg/V5NnHwbGBv

LA #cia YA OBTUVO LA INFORMACION QUE #guacamaya HACKEO DE @SEDENAmx LA ESTA TRADUCIENDO E INTERPRETANDO DEBIDO A QUE MUCHOS INFORMES ESTAN EN CLAVE, PERO DE PRIMERA VISTA, TRASCIENDE QUE EL GOBIERNO DE @Andrés Manuel López Obrador HA HECHO DE MEXICO UN CAOS. EL GOBIENO DE #morena TIENE EN SUS PLANES MANIPULAR LAS REMESAS DE LOS MIGRANTES EN ESTADOS UNIDOS Y CANADA, QUE REPRESENTAN EL INGRESO MAS IMPORTANTE DE MEXICO @CHARLAS DE LA NOCHE, PALABRAS CON IMAGEN @Francisco Manuel Duran Rosillo ​ --- Support this podcast: https://anchor.fm/franciscomanuelduranrosil/support

Vámonos a hacer enojar a tus papás y a tu jefe en este solillo de Nabi, hay que ir a derrocar al sistema y pintarle dedo a la sociedad entera!Recorreremos la historia de la subcultura más caótica, y aprenderemos una (muy poco segura) manera de pararnos el pelo usando gel, un par de sillas y un horno...Si quieres saber cómo, una vez más, Andy Warhol es responsable de todo lo que te gusta, y si quieres saber cómo celebró la Reina Elizabeth su jubileo de plata, no te pierdas este anarquista episodio!

A tempestade que banhou a região de Marina Bay na manhã deste domingo (2), noite no horário local, deu o primeiro sinal do que seria um GP de Singapura problemático. E assim foi, com muitos problemas, batidas e atrasos. Mas uma coisa mudou somente na largada: a liderança. Sergio Pérez tomou a ponta de Charles Leclerc na primeira curva e nem foi ameaçado pela maior parte da prova. Vitória do mexicano, a segunda da temporada 2022.Pérez partiu realmente muito bem, com velocidade de reação bem maior que a do pole Leclerc. No sábado, após a classificação, dissera estar em posição de ataque com relação ao rival, e foi o que fez. Atacou, tomou e, embora não tenha sumido na frente, jamais permitiu recuperação, mesmo em meio às intervenções do safety-car. Houve uma breve briga após a última entrada do safety-car, mas o mexicano saiu vencedor.Faltou força da Ferrari para conseguir atacar a Red Bull. Numa pista em que ultrapassar é bastante complicado, talvez ficar na frente fosse suficiente para sair com a vitória, mas a largada de Pérez impossibilitou que isso acontecesse. Leclerc ficou mesmo em segundo, seguido por Carlos Sainz. O espanhol tomou o terceiro lugar também na largada, após duelo com Lewis Hamilton, e mal apareceu no restante da corrida.Foi uma corrida de recorde. Fernando Alonso chegou à largada #351 e superou o número de Kimi Räikkönen, tornando-se o piloto mais longevo da história da categoria. O dia de comemoração era bom para ele, que segurava o quinto lugar impossibilitando os ataques de Max Verstappen, até o carro parar sozinho e forçar o abandono.O Mundial de Fórmula 1 continua já na próxima semana, entre os dias 7 e 9 de outubro, em Suzuka, com o GP do Japão.

Burnout não é frescura. Precisa ser tratado de maneira séria, com afastamento do trabalho, inclusive. Neste episódio convidamos uma especialista no assunto, Dra. Samantha Smith Brito, para esclarecer o tema e deixar um recado muito importante: Burnout é mais sério do que se pensa. Envie este episódio para um(a) amigo(a) que está passando pelos sintomas que falamos neste podcast/videocast. É uma demonstração de amor ajudar alguém a não se afundar na tal "alta performance". Siga a Escola do Caos e o Armazém em todas as redes sociais e assista a este episódio no YouTube!

Meus candidatos apoiados em 2022: https://ideiasradicais.com.br/quem-defende-a-liberdade-nas-eleicoes-em-2022/ Quer ajudar candidatos? Inscreva-se: https://forms.gle/psPauyAxenmpbJ5WA Quer fugir do Brasil? Nos contate: https://www.settee.io/ https://youtube.com/c/Setteeio Nos acompanhe no Telegram: https://t.me/ideiasradicais Quer comprar Bitcoin no melhor preço do mercado? Bitpreço! http://bit.ly/BitprecoRadical Apoie o Ideias Radicais: https://www.catarse.me/projects/152640/

La desconexión entre la élite mundial y el mundo real crece día a día.

Juan Pablo Polvorinos repasa la actualidad centrada en cómo el PSOE dice que hay acuerdo sobre impuestos y Podemos lo niega.

Emisión del programa Del Caos al Cosmos del 22 de Septiembre de 2022Transmitido por Radio AMLO, http://www.radioamlo.orgEn Twitter @Hasardevi @DelCaosAlCosmosVisite el blog http://hasardevi.blogspot.com

⭕ En el gasoducto Nord Stream 2, entre Rusia y Alemania, se identificaron el lunes tres fugas de gas natural. La hipótesis inicial fue que las fugas se debieron a fallas, pero otras hipótesis indican que las fugas fueron provocadas mediante una compleja operación de sabotaje, lo que deja dos preguntas: ¿quién y cómo lo hizo?  ⭕ Cerca de 4 mil personas ingresaron a la fuerza al estadio Nacional de Santiago, donde se realizan los conciertos de despedida del cantante puertorriqueño de reguetón Daddy Yankee.

Este 27 de septiembre se cumplen 200 años de la presentación de la piedra Rosetta.

Meus candidatos apoiados em 2022: https://ideiasradicais.com.br/quem-defende-a-liberdade-nas-eleicoes-em-2022/ Quer ajudar candidatos? Inscreva-se: https://forms.gle/psPauyAxenmpbJ5WA Quer fugir do Brasil? Nos contate: https://www.settee.io/ https://youtube.com/c/Setteeio Nos acompanhe no Telegram: https://t.me/ideiasradicais Quer comprar Bitcoin no melhor preço do mercado? Bitpreço! http://bit.ly/BitprecoRadical Apoie o Ideias Radicais: https://www.catarse.me/projects/152640/

Mensaje de Luis Pavon on September 24, 2022

Dicen que los seres humanos aprendemos de nuestros errores, pero a veces esos errores nos empujan a cometer otros nuevos. El Festival de Woodstock es el mejor ejemplo de ello. Celebrado en tres ocasiones, los errores de los dos primeros empujaron a sus organizadores al caos total de la tercera edición, la de 1999.Esta semana vamos a recordar todas las ediciones del festival de Woodstock de la mano de los periodistas Fernando Navarro, Sara Morales y contaremos también con Jorge Otero, de Stormy Mondays, única banda española que actuó en el festival.Escucha el programa dedicado a la edición de 1969

Hoy con Ingrid y Tamara en MVS, platicamos con la talentosísima Fela Domínguez sobre su nuevo disco “Con todo y caos”. Además, nos comparte los detalles de su próximo concierto.

Emisión del programa Del Caos al Cosmos del 15 de Septiembre de 2022Transmitido por Radio AMLO, http://www.radioamlo.orgEn Twitter @Hasardevi @DelCaosAlCosmosVisite el blog http://hasardevi.blogspot.com

El gobernador de Texas comenzó a enviar autobuses llenos de inmigrantes indocumentados a otros estados, como una manera de protestar contra las políticas migratorias del presidente Joe Biden. Uno de los destinos de estos autobuses es al ciudad de Nueva York, donde han llegado más de 7,000 migrantes. Para tratar de entender qué se está viviendo en Nueva York, hoy vamos a conocer la historia de una joven madre venezolana que llegó a la ciudad en uno de esos viajes que salen desde Texas. También platicaremos con el encargado de una de las organizaciones que están dando apoyo a los migrantes que están llegando a Nueva York.

Acompañame en este episodio a expandir la mente con el tema de la Magia del Caos ¿Qué es? ¿Cuál es su finalidad? ¿Cómo se aplica a mi día a día? en este episodio vamos a ver la manera de crear un sigilo simple para que comiences a atraer esas cosas que deseas a tu vida.Esta liga es para ver como se elabora un sigilo https://www.youtube.com/watch?v=QAqhWmZANPESígueme en redes sociales

Emisión del programa Del Caos al Cosmos del 8 de Septiembre de 2022Transmitido por Radio AMLO, http://www.radioamlo.orgEn Twitter @Hasardevi @DelCaosAlCosmosVisite el blog http://hasardevi.blogspot.com

Carlos III acude ante el Parlamento de Irlanda del Norte. Incautan los celulares de dos exasesores de Trump. Caos vial por la lluvia en California.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Na edição desta semana, Marcelo Russio, Raphael Marinho e André Azevedo analisaram as confusões que cercaram o UFC 279 e as principais lutas do evento, incluindo as atuações dos brasileiros Johnny Walker, Jailton Malhadinho e Norma Dumont, e os próximos passos de Nate Diaz e Khamzat Chimaev, e anteciparam o UFC Sandhagen x Yadong, além de elegerem o nocaute, a finalização e a vergonha da semana.

Cuanto más crece la confusión en la vida de un hombre, mayor es su necesidad de simplificarla.

Caos en el equipo de Puerto Rico, y ahora, quien podrá salvarnos??? Se nos fue el GM --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app Support this podcast: https://anchor.fm/tabdeportes/support

No te forces por siempre vibrar en positivo o estar brillando en todo momento, se vale sentirse mal, se vale tener días no tan buenos, no les huyas es alago natural. En este episodio te invito a que veas esos momentos de caos como tiempos de crecimiento, de introspección. TODAS LAS EMOCIONES SON VÁLIDAS, transítalas y déjalas fluir.

 Planning committee co-chairs, Emily Muzzarelli and Alex McIntyre preview this year's ICMA 2022 Annual Conference: Achieving Excellence Together, September 17-22 in Columbus, Ohio.What they've learned at a previous event that was put into practice at their local government.Speakers or sessions they're most excited for.Benefits and tips for attendees other than city/count managers, covering assistant CAOs, department heads, and early to mid-career professionals.Networking.Suggestions for Columbus.Then, Ohio local, ICMA marketing coordinator and host of ICMA Member Spotlights, Jessi Atcheson joins to give more info on the Columbus airport, walking/ride-share situation, best restaurants and bars, and THE Ohio State University Saturday game day experience. Sponsored by CivicPlus Municipal Websites ResourcesRegistrationAgenda and Full ScheduleConference AppDigital EventExperience Columbus deals and discountsSend questions to membership@icma.org or conferenceteam@icma.orgSessions Referenced During the Episode to Bookmark:Self-Compassion: A Key to Resilience-Featuring Betty Hart-SponsoredGoverning in a Disruptive Environment: Charting a Course in a Stormy SeaThe Balancing Act of Being a Parent and a Chief Executive Jessi's recommendations:OSU Pregame: Little Bar, MidwayRestaurants: Condados, Bakersfield, Standard, Foodhall, Lincoln Social, Hubbard, Local Cantina, Marcella's, TownHall, The Eagle, BrassicaBreweries: Hoof Hearted, Seventh Son, North High Brewing, Columbus Brewing Company, Ohio Brewing Company, Whistle and Keg, BrewDog, Elevator Brewery & Draught HausOther Attractions: COSI, Columbus Zoo, North Market, German Village, Franklin Park Conservatory, Easton Town Center

Live do Conde! Independência, irmão: seguidores de Bolsonaro dão as mãos pelo caos by TV 247

Esta semana salieron las Bad Bunny blue tint y el 66% del elenco de Demasia Grasa las tiene. Sin embargo, no todos los artistas están ganando. Anuel tiró sus Reebok y están muertas de la risa en las paredes de tu tienda favorita. Hablamos de los tenis aburridos de Tom Sachs y debatimos si los tenis nuevos de Travis Scott se merecen el hype. Grabado en GW Cinco Studio. Entra al Maceta Shop aquí Demasia' Grasa es un podcast compuesto por Exnier Benique, Giulianna Abreu y Fernando Vargas donde hablamos sobre lo último en el mundo de las tenis. Síguenos en las redes sociales: Demasia Grasa Giu Exnier Fernando

Para acceder al programa sin interrupción de comerciales, suscríbete a Patreon: https://www.patreon.com/elvillegas ENVEJEZCA O MUÉRASE https://www.elvillegas.cl/producto/envejezca/ INSURRECCIÓN Chile https://www.elvillegas.cl/producto/insurreccion/ Internacional por Amazon: https://www.amazon.com/dp/B09WZ29DTQ TAMBIÉN APÓYANOS EN FLOW: https://www.flow.cl/app/web/pagarBtnPago.php?token=0yq6qal Grandes Invitados en Amazon: https://www.amazon.com/dp/B09X1LN5GH Encuentra a El Villegas en: Web: http://www.elvillegas.cl Facebook: https://www.facebook.com/elvillegaschile Twitter: https://www.twitter.com/elvillegaschile Soundcloud: https://www.soundcloud.com/elvillegaspodcast Spotify: https://open.spotify.com/show/7zQ3np197HvCmLF95wx99K Instagram: https://www.instagram.com/elvillegaschile

Gracias por estar conectados con nosotros. Suscríbete en nuestro canal de Youtube.Support the show