Cole Strandberg: Man, looking forward to an awesome conversation. It’s always a pleasure to connect with you, whether it be in person or virtually. In today’s is no exception. I’m really looking forward to it. Let’s start with setting the stage a little bit. I think you have a really unique background and unique story compared to many in the industry. Talk to me about your background in your own words.

Bill Park: So yeah, I’ll give you the quick, you know, 30 year run painted my first car when I was 15 years old. You know, I was one of those tough dad stories like if you want to drive something nice, you better figure it out yourself. And so I, I guess I had a knack for it. So I mean, I own like in my high school years I owned 6 cars so fixed them up, bought them, sold them, you know, amped up on the way out, you know, as I as I got older with nicer vehicles and whatnot and then I went to college, I was going to be a orthopedic surgeon was my was my goal. And so I took a long stretch in college because I was not a very good student and managed to get my degree in molecular biology after seven years, decided not to do the whole doctor thing. And while I was at the University of Arizona, which is where I graduated, I actually worked at the garage motor pool. So I work from three at night to or three in the afternoon to 11 at night, fixing and painting cars for the, for EU of A garage. So I continued to build my craft and then graduated, couldn’t get a job, went to apply for a, a job at a dealership Body Shop. I didn’t even get an interview. And so I said, you know what, I’m just going to take their business. So I, I started my own little shop and grew it. And over the last 30 years, I’ve had 13 locations. I’ve sold four different times. And my last two shops I sold last November in Colorado. So here we are. And then we started Crunch IT Financial Services in October of 23.

Cole Strandberg: I love it. We’re gonna dive into crunch it, but before we do, obviously based in in our conversations, pre show calls and otherwise crunch it was inspired by challenges that you faced as an operator in the collision repair industry and and gaps that you saw. What financial challenges did you face as an owner that impacted your ability to run the business maybe as effectively as you wanted to?

Bill Park: I struggled for a long time early. Early on, for sure. I mean, literally, I would have stacks of file folders on the top of my desk at the month end and going through them, trying to finalize them and realizing every single month that I was just leaving money on the table. And I just couldn’t keep up with it because I wanted, I had to do it all myself. And I had this mindset back then that I couldn’t afford, you know, proper education or representation, although I went to college, but, you know, that’s a whole different animal. But yeah, I couldn’t afford to hire somebody to do that work for me. And that was a that was a big mistake. And I was really fortunate that I was actually selling a boat. And the boat I was, I sold it to was, was actually ACPA and an attorney knew nothing about boating. And he said, hey, Bill, I don’t know anything about boating, but I want to do something with my family. And can you can you help me understand how to use a boat? And I said, certainly. So we’d go out on the boat with his family and I teach him. And then he would start teaching me about financial stuff and accounting and took me under his wing and really kind of educated me. And fortunately he had a short life. He had a brain aneurysm in past only seven years after knowing him, but I did get a kick start. But even after that, I still continue to struggle. And you know, maybe it’s hard headedness, maybe it’s I want to control a lot of things, do it myself, save money. I I don’t know. But at the end of the day, I really wasn’t saving much money. So as I got a little bit more size of my organization, I just had no choice but to bring people in. And that’s when I really started to realize that if we have a system similar to how we have a system for fixing cars, we need to have a financial system. And so I started working on developing that financial system and it’s paid off over the last couple of decades.

Cole Strandberg: Awesome man with a degree in molecular biology. I don’t think we have a shortness of brain here. You don’t need to. You don’t need to comment on that one way or another, but cool to realize kind of where those shortfalls were and do what it takes to address those. I want to talk about crunch here in just a second, but what specific challenges do you see that might be a little bit different here in the collision repair industry? And secondarily, why do you feel that so many shop owners treat finance and accounting as a bit of an afterthought or a a cost center rather than a driver of success and something that really Tees you up to build a business the right way?

Bill Park: You know, I really don’t know Cole. I mean, it’s, it’s, it’s the, it’s the $1,000,000 question. And I talked to a lot of people, even my, our existing customers, I really try to get into it. Why are you a customer of us? Why did you, how did you make that switch? Right. And the common theme is frustration and year end tax preparation and feeling they’re overpaying for taxes and not being prepared. And a lot of folks that we deal with are in 20 groups. So they’re actually, they’re required to have clean financials to go into their twenty group meetings and have a really quality financial discussion and tie it back in the operations, tie it back into into the culture and then just bringing all that together in this package. And, and they struggle with it. And, and so their ability to leverage the horsepower of all those people is diminished. So that’s probably been a big shift. And and that’s where we kind of got most of our customers is in that that group of people.

Cole Strandberg: Makes total sense. Now give it to a straight. What does Crunch it do exactly here today?

Bill Park: Well, the short answer is we, we provide a runway for perfect financials. So at the end of the day we can provide full service bookkeeping, tax advisory and CFO level services specifically for body shops. We don’t work with anybody else. Our team is very well versed, lots of deep domain experience within CCC one. We can do training, we can. We got the gamut figured out specifically for shops. So that that’s really what we do. But we also have an A la carte solution too. And we understand that it’s a journey like this is a journey to get there. It’s work, it’s real, it’s real change of behavior, It’s a mindset change. It’s it’s training requirements, it’s really getting that business owners mindset around that. You have to equally be good at your financial system as you are at fixing cars. So we offer that that you know, the entry point of cleaning up and syncing CCC one to QuickBooks training. And then if you want to pick up and do your own daily books, great, go do that. At least you know you’re starting right? And then if you want to then move into a more sort of we service and do that for you and then we can get into deeper analytics and so on and so forth. So.

Cole Strandberg: Awesome. Super helpful. To set the stage, we talked a bit about it in the pre show call where even in my experience going from a family owned and operated business to a private equity backed business, the mindset around financial measurement and and the finance component within a business shifted in such a stark way. I think under the family business, we always viewed, frankly, the finance and accounting function as a cost center. It’s not something that’s going to make us any more money. And maybe to the top line that’s true. But to the bottom line, we have a very different answer. Whereas you look at the private equity universe across our industry and beyond and they put so many resources behind that finance component. Talk to me about why that is and why sophisticated businesses really care about that function.

Bill Park: Well, I think in the context of, of private equity, which you can apply that if you think about your own individual shop, like I’ve always viewed my business as a family office. Like that’s my goal is I want, I want to have my own family office and I treat it that way. Whether it’s a really small today and maybe down the road, it’s, you know, it’s, it’s got some sizable assets. The goal is though, you have to behave. You got to play like a pro, you know, all the time. So in, in looking at the pros, if you look at private equity, though, I mean, those are so smart folks over there. I mean, they, they know what they’re, what they’re, what they’re doing. And I’ll give you a sort of a Body Shop example of how beneficial having that, the level of integration and oversight in your finances. And if you, if you don’t mind, I’ll share a specific example of our shops in Colorado. So we had a pretty sizable hailstorm there, and we had a contract with a fleet provider. We had 155 Dodge Ram pickups that got hit with hail. Every one of them needed a hood, right? So in a hail event, often times back orders come pretty quickly. Roofs, hoods, moldings, and then all of a sudden you’re stuck right when you got back order parts. People want to get their cars fixed. You can’t finish them, right? So I said, you know what, I’m going to buy 150 hoods. That’s a lot of money though. I mean, you, you’re gonna write the check for 150 years. So I, I called up, you know, my, my, the man who Co Pamela at, at crunch it and I said, hey, I need you to run numbers. We’re going to buy 150 hoods. How’s that going to affect my cash flow over the next six months? And also we expect WIPT to go up. So what happens when WIPT goes up? Cash gets drained. You can have a $250,000 drain on cash in a hail event, like in three weeks, right? So we went through the analysis and she said no, no, we’re, we’re, we’re sitting pretty good. You can do that. And I was able to negotiate 3 more points on the deal, buy all the hoods. And I was able to get those cars fixed in six weeks. So if I didn’t have that intelligence around the finances, you know, I could have really put my company at risk, right? I could have taken a gamble, which most entrepreneurs do. And I’ve done that many times before. And I’ve been sitting there wondering how am I going to pay my bills, right? So, but we don’t wonder. We don’t wonder anymore. We don’t make decisions that we can’t afford to make because we know exactly how that’s going to happen. I think when you look at that private equity, they’re the same. Well, they have allocation of capital, they have top line revenues, they have a, you know, 5-7 year runway. So they got to map all that out and look at those financial dynamics along the way, including CapEx growth, you know human resources. And if you don’t have that level of financial forecasting in auditing and management, good luck with that.

Cole Strandberg: Right on. I I say this quote from my mentor all the time here on the collision vision, but I think it rings especially true here. If you can’t measure it, you can’t manage it. You need those insights. You need some sort of quantitative guidelines and a quantitative understanding within your business to really make some of those big decisions. Now I, I think the hail example is a great example of someone offs sticking more down the middle, which is normal day-to-day operations business as is. From your perspective, how does understanding your numbers improve, I guess not just profitability, but also operational efficiency and allow you to make some of the normal day-to-day decisions on what’s right for your business? Maybe should I expand or should I scale things back like how talk to me just in general pontificate on on that if you would.

Bill Park: Yeah, I think about it goes down to modeling. And so how do you model something ’cause that’s really, it’s, it’s like you and I, we can have a conversation about expanding. Let’s say you and I are partners and we own a Body Shop. And then we’re sitting there and sales are good, profits good. You know, we can expand and we can say, yeah, we can go out and finance this and do that and we, we’ll get shop #2 and revenue will be X. And well, we can, we can probably get a good sense of that, right? And, and we can get excited about it and we can say, yeah, let’s do it. But really you really need to model those kind of situations. And and I’m not saying I’m just for growth. I mean even day-to-day then I and I just put out an article recently in LinkedIn and I talked about, you know, a 4% increase in gross profit typically will yield a 50% increase in that. OK, So and I put all the numbers in there, right. So if you actually have your CCC one, your QuickBooks synced well and you’re doing daily transaction reviews, OK, that means that every transaction every single day are validated that they’re going into the right chart of accounts and that you don’t have any missing items that you don’t, your credit memos, your receipts, your invoices, RO related, non RO related, reoccurring, everything is booked daily. I mean, you reconcile daily. OK, That’s the key. When you try to remember something you did 3 weeks ago and you got to find an invoice, what does that feel like? It’s a nightmare. And what does it do to your staff? Stress. Stress level goes through the roof. I don’t remember what I did 3 weeks ago. I know we got the part. I can’t find the invoice. I got to call the vendor. The vendor doesn’t call me back to try to e-mail somebody. It’s five days to get some piece of document, right? That is that, that just has a huge disruption in the business. So kind of get, I’m kind of squirreling a little bit. But going back to this modeling pieces, I think that’s the real critical thing is that if you look at OK, over the next 12 months, I want to take my gross profit from 39 to 43, OK, how do I do that 1/4 at a time? Well, my parts vendors, I’m, I’m getting all I can get there. You know, I’ve, I’ve negotiated the best deal I can get. All right, paint, material profitability. I think there’s some room there, right? How do we do that? So I’m going to engage my vendor and we’re going to put a weekly review in place. Their person’s going to come by or every twice a month or whatever that frequency is that you want to do. And I think we got a little bit of margin there we can work on. All right, perfect. All right, let’s look at labor. How how am I allocating labor to my technicians now do do I just give a tech all the work or do I have an RNI? Can I deleverage that cost of Labor by specializing the work in the repair center? Right. So RNI technicians versus like a structural technician, right? So there’s that. And then then you can look at any sublet, can you do anything in house at sublet, really digging into those revenue cost of goods categories, finding that 1% change, right? Focus on that 90 days. Great. Then the next 90 to the next 90, I think every shop out there could do a 4% increase in gross profit if they just did that.

Cole Strandberg: Man, we could have an entire conversation, an episode on just that and I think we might should, but we’ll do that another time. I I think it ties in beautifully and I want to continue down that path here today on some more specific examples on, on kind of that thought process before I do though kind of an overarching theme. We have a lot of business owners listening here on the collision vision. We have a lot of management and executives within the large national consolidators, single stores, regional Ms. OS and everything in between. You’ve got an exposure to all walks of life in this industry. You’ve worked with some of the large national consolidators. Those guys focus really heavily on finance and, and, and obviously make changes to their operation based on some of those those feedback insights. What lessons can independent shops take from how Ms. OS the large national guys operate their business?

Bill Park: I think I might be a little controversial here.

Cole Strandberg: Here we go.

Bill Park: All right. So well the lesson, I think the lesson is that having a financial system that you can that actually is measuring the things that you can control, OK. And I think where the Ms. OS maybe get this wrong is they don’t, they don’t really I don’t think they are thoughtful enough around. What their people can actually control at the center level and then giving them the tools and training to actually be effective at it. I think there’s a big gap there, right? So this is where the advantage of the the small, you know, maybe one to five shop owner is there there. And I was that person, you know, had the most I’ve ever had at one time was 5. And you know, I could keep tracks of the five pretty deeply. And I, I concentrated my efforts with my managers on the 100% of what they can control, nothing else. If they couldn’t control it, I did not I, I didn’t manage it. I didn’t measure it. I didn’t do any of those things right. Those other things out of their control. I did behind the scenes of myself. OK. So I think there’s I think that is a big gap in our industry and I and you know, we talked about measurement and I totally agree with that, but there’s only really a few things that you if once you get beyond one shop, if you’re, if you’re the owner in your one shop, I guess you can control everything, right. But can you? That’s the question, really.

Cole Strandberg: Exactly right. And what limitations come with that? So a great segue into I wanna talk a little bit about the folks listening who have a foundation and they wanna grow. Maybe they have one store they wanna get to three, they have two stores they wanna get to 5. For a shop like that looking to grow, how do you kind of envision them feeling comfortable with their financial foundation being ready for that?

Bill Park: So say, ask the question one more time.

Cole Strandberg: Yeah. So for for shops who are maybe a single store who are looking to grow, what does a strong financial foundation look like for them where you feel financially speaking, system speaking, they are ready to grow and expand?

Bill Park: Oh, OK, gotcha. Yeah. Well, they need to have perfect financials. I mean literally they should be able to, as an example, they should be able to close their year end within 30 days. And prior to that in the last quarter, they should already understand what their year end is going to look like. They should already have their tax planning in place and they should already understand their capital allocation for the next year and then have a plan starting January to to execute on that. If they’re not really at that level, then they’re not ready to grow. And then you got to do the modeling as well. So what’s the, you know, what’s the downside risk? Of course, you know, that’s, that’s super important. And then designing your business in my mind to have a 25 to 30% draw down, you should be able to weather the 25 to 30% draw down at any given time. And if you haven’t modelled that and you don’t have the cash reserves or a plan, you know, whether it’s even using, you can use debt financing to do that if you get a line of credit and that’s OK. I mean, if it, as long as you got cash flow to support it and that’s a part of your plan, there’s nothing wrong with that. Companies do that all the time. Big companies do that, like they got gazillion dollars of lines of credits for that purpose. So it’s not, it’s not a bad thing. So, but the difference is they know, they understand what that line of credits for, they understand how to use it and and they understand how to weather the storm through using it. So I don’t know if that helps explain that or not.

Cole Strandberg: 100% and you open up a a unique addition to that question and that is a lot of small business owners view debt as just a bad word. You mentioned it doesn’t have to be, it can be a very powerful tool, whether that’s via a traditional loan, whether that’s via a line of credit. How should businesses think about debt as they look to grow and and expand their operations?

Bill Park: I think if you’re running a a business and you’re doing a million and a half or more in revenue, you should absolutely have your business structured in a way that the bank looks at you as they want your business. And that means your financials are perfect. That means that you are demonstrating that you are lendable and you should have a line of credit. You don’t have to use it, you know, but you should use it. Why not? You know, you can go out and use your line of credit to buy bulk 3 M products or you could, you could do all kinds of things with a line of credit and and get a favorable discounts because of, you know, using economies of scale and then just pay it off. You don’t have to carry it, right, But exercise that tool. And then, you know, in the event that there’s a draw down, which I think the industry set a feeling a draw down now, right, then they can have Peace of Mind, right? And that’s really, really important because it’s not going to last forever. You know, it’s just like the stock market. We’re gonna have a probably a 40% drawdown. It’s gonna happen. There’s no doubt in my mind. It’s just a matter of when.

Cole Strandberg: Yeah, no question. I’ve it’s, that’s a something that is constantly, I think at the top of folks minds across entrepreneurs in, in multiple, multiple industries. Talk to me. I’m a big believer in KP is or key performance indicators from a a finance and operations perspective, What metrics and KP is should owners be monitoring day in, day out, week in, week out to understand how their business is performing?

Bill Park: I think WIPP is probably the most important thing on a day-to-day shop operations to manage WIP and scheduling because those things drive speed and speed matters no matter what it is. You know, when you go into a restaurant and you sit down, what do you what, what do you want to happen when you sit down in a restaurant? What’s the first thing that you’re looking for?Yeah. OK. And then what and probably bring you a glass of water or something or ask you want to drink, right. So if you sit there and you and, and you haven’t been asked that question or brought you a glass of water within probably a minute, what is your, what’s your level of service do you feel you’re going to get moving forward?

Cole Strandberg: Yeah, not a great start.

Bill Park: So that speed is everything in in especially to everything has to be instant. I mean you, I mean, I ordered a book last night and it came this morning. I mean it’s, it’s just, it’s just amazing, right? So that my expectation is, is, is super high. So I think that WIP scheduling, Dr. Speed, I think that that’s probably the single most important KPI from an operational standpoint. I also think that when you then move that into your financial side of it, looking at your your gross profit by revenue category and understanding your pay structures and incentives, I think that’s really critical. And then understanding that needle on how to actually use, where does incentives actually work? And I think this is where the where a lot of business owners get incentives wrong. And there’s a really good book by Daniel Pink that I learned this from years ago called Drive. And it’s the intrinsic and extrinsic motivators, you know, around compensation. And what what really resonated with me back then is like if there’s not a clear line of sight through an incentive, the incentive is going to fail. So what I mean by that is flat rate technicians have a clear line of sight. And I’m not saying that this is the best pay structure, by the way, but it is an example of incentives is a technician knows that if I do X amount of more hours, I’m going to get X amount of more pay. It’s very clear, right? There’s no, there’s no cloudiness in there whatsoever. But then you’ve got your estimator, Your estimator, Well, he’ll make a little bit more money if he sells X amount of dollars and he has this CSI and he has this return thing, all these numbers that he has no control over most of them, right? That’s a deflator. So I think that, you know, there’s, there really needs to be a, a re engineering of our roles in our industry, what they do, how we train them and how we pay them.

Cole Strandberg: I like it. Preach man. Makes total sense to me. I, I, I think that’s a super helpful answer. And I, I feel like you’ve sprinkled some really actionable insights and thoughts throughout our conversation so far. But I really want to start moving toward landing the plane, toward giving listeners actionable steps that they can take to improve their business. So to set the stage for that, for someone who is listening here, who might be overwhelmed by the financial side of their business, by monitoring the numbers, what’s the first step they can take toward improvement and moving in the right direction?

Bill Park: I think they need to put, they need to think about their their financial system like fixing cars and that’s kind of what we do in our business. We they should blueprint their financial system. So end to end, like do first principles review on how paper flows in their business, who does what and then find out the gaps, right? Build that repair plan for your financial system detailed and at least you know, I know that if I do these 25 things, then at the end of that I’m going to have, I’m going to be right on that road to perfect financials, right? I think that is an absolute must. And we do that. We do a comprehensive assessment. We charge for that comprehensive assessment. We go through a deep dive in CCC configuration, roles, parts, go tables, labor categories, line item mapping, chart of accounts, reviews, align what that individual shop owner wants to track and measure and how how much control they have over the things they’re trying to measure. We try to make it thoughtful and, and and concise, right? So, and then we turn that over to them and say, OK, here’s your road map. You can. You can self-serve, you can hire outside other services to fix this stuff. You can do whatever you want. But at least now you’ve got a plan, and if it takes you a year to implement it, no problem. And a year from now, you’re going to be better.

Cole Strandberg: No, Makes total sense for for shops even on the smaller end. What kinds of to to get started and to kind of strip it down to the basics, What kind of tools and processes should these shops be using to start gaining these insights and and starting to get some control over the financial side of their business?

Bill Park: Well, the that’s the tools are already there. They, if they’re using and I just use CCC one because it’s the most popular and it could be any management system. So estimating management system. The most important thing is configuring that to move into your accounting system. QuickBooks and I think QuickBooks is probably the easiest, most used in the industry anyways and they should be on QuickBooks Online. Get rid of desktop. In my opinion, Intuit is putting all their energy and resources into online and it makes sense online, No, no updates, no messing around, just you always have it in the cloud, easy to look at on your phone if you need to. So move into QuickBooks Online, configure your management system to it. And then at that point it’s really, it’s really sort of a hands on stuff. You really got to have somebody in your location that’s paying attention to every transaction every day and making sure it’s put in the right place. Now you’re going to get 80% there through your configuration, but you’re still going to have we’re human beings, we make mistakes, right? We enter an invoice incorrectly, we miscategorized it incorrectly. We, we don’t, we get lazy in the estimatics, right? Because estimates king, whatever line item you put in there flows over. So if you start manually typing line because you’re too lazy to look in the parts code table and your parts code table has been configured right, well, guess what’s going to happen that’s going to go in aftermarket parks. So there’s, there’s really that. It’s a, you know, like you said in the beginning, it’s the mindset shift that has to happen. And understanding that it, it’s just like, it’s just like getting fit. It’s like exercise. It sucks at the beginning, you know?

Cole Strandberg: Yep, getting financially fit within your business, it’s very similar just like with with one year from now you’re going to thank yourself. You went to the gym today a year ago just like you’re going to thank yourself and your business you’re you started working on this painful exercise to revitalize your financials and you know it’s a long process, but it’s well worthwhile no question long term returns. One of the more profound conversations I had I think in my understanding of of the highest levels of the finance role, the CFO, which most companies out there do not have ACFO in the collision repair space nor nor should they until they hear a certain pretty darn established size. But the that role and that function is much more about the impact, taking it from measuring to managing and making decisions at the highest levels that are going to impact a business. So how does one move from just tracking those numbers to measuring to actually using them to guide daily decisions or managing?

Bill Park: I think they need, they need somebody to help them with that. You know, you, you, you need to find the experts in the end that have experience in this industry, right? They need to understand every level of all the levers and how they move numbers in the, in the, in this business. And that’s the challenge, right? The Cpas out there are lazy. They don’t understand the business. All they care about is cash bases, accounting for filing. They don’t, they argue about accrual, why you have accrual and those kind of things. They it’s, it’s, it’s just a stupid conversation. But if somebody really wants that, they, they got to have to connect with somebody industry related, understands the business well, understands finance as well. They can actually, you know, mentor them and, and be that sort of pseudo CFO and it’s really all about strategy, right? That’s what ACFO does. Sure. You know, they’re really talking about what strategies can we deploy based on, based on our our metrics, our behavior and our goals. So you really have to align those things together in order at that specific repair centers goals. If their goal is to just have a nice steady growth and learn how to create, you know, a wealth strategy and a legacy for future generation, great, let’s do that. You know, there’s a lot of strategies out there that can do that. Well, I wrote an article a few months ago where, you know, there’s so many favorable tax deferred opportunities out there where you can sock, sock away. Husband and wife can sock away 60 grand a year at 8% / 10 years, it’s $1.8 million ten years. So there you go, it’s 10 years of 60 grand a year you’re going to have to put away and commit to. But like the gym example, 10 years later you’re going to say, holy crap, I’m glad I started 10 years ago and 10 years is not that long, $1.8 million, that’s a chunk of change.

Cole Strandberg: Yes, it is.

Bill Park: Yes, it is. I mean, I think that my advice to shop owners is stop thinking like you can’t afford to do this because you can’t afford not to do this. The money will be there. You know, good business practices, clean financials and making money. That’s your goal. You have quit hiding your money. You don’t have to hide your money. The tax code favors profit when you hit the profit level. And a rule of thumb is like if you’re, if you’re making over 250K profit, the likelihood of you having to pay any substantial taxes almost goes to 0 because there’s so many, there’s so many strategies out there to use to keep your money. Now you may not be able to actually use it right today. And that’s another problem. We all want it today. Well, fine, if you want your cash today, then you’re going to pay taxes on that. But if you can keep your lifestyle in check and you can plan 1020, thirty years out, you’re gonna be sitting really nicely and you’re gonna be thanking yourself and patting yourself on the back, right?

Cole Strandberg: Absolutely, man. A, a huge misconception there I think is we can’t afford to get our finances in order. And I think you nailed it on right on the head. You can’t afford not to. It’s so important for the health and future success of your business. It has a very clear ROI and I appreciate you taking the time today to kind of walk us through what exactly that looks like. I think it’s been super helpful. I want to start to land the plane here. I want to include a couple links in the show notes. You mentioned the book Drive by Daniel Pink. I’m going to include a link to that for folks who want to check that out. You also mentioned a couple posts on LinkedIn or articles or otherwise. If you could load me up with some links, I’ll be sure to incorporate those in the show notes as well. And before we part ways for folks who want to connect with you and learn more about Crunch It, where can they do that?

Bill Park: Www.crunchitfs.com.

Cole Strandberg: Perfect man. You’re active on LinkedIn too?

Bill Park: Yeah, yeah, on LinkedIn too. Absolutely. Yeah. And you can book a discovery call with me. I do all the discovery calls myself and it’s I’ll spend as much time on the phone with you as possible and see if there’s a good fit. You know, I just want to help people get there. And if we can be a part of that, we’re happy to be a part of that. If we’re a part of you, you know, jumping on the journey and and doing it yourself, we’ll help you get there too.

Cole Strandberg: Awesome. Bill Park, thank you so much for your time, Sir. A pleasure as always.