Entry & Exit #19 Your RMR Is Leaking — Here’s How We Fix It

Getting that sweet, sweet RMR under contract is only good… if you can keep it.

Most security and life safety companies obsess over selling monitoring and stacking new accounts. But the best operators know the real game is retention — because attrition kills cash flow, collections, and enterprise value.

In this episode of Entry & Exit, Stephen Olmon and Collin Trimble (Alarm Masters, Houston) break down the customer success systems they built to protect RMR: first-call resolution, zero missed calls, tighter case handling, better onboarding, and a knowledge base that turns your team into a force multiplier.

They also explain why customer success is bigger than “customer support” — billing, contract admin, and every post-sale touchpoint either reinforces trust… or quietly pushes customers toward a competitor.

If you run a security, alarm, fire, or life safety company, this episode is a tactical playbook for keeping more of the RMR you already earned.

What You’ll Learn

• Why RMR isn’t real until it’s retained
• The difference between customer support vs. customer success
• How first-call resolution and being reachable reduce churn
• A simple way to track repeat issues (the “red account” approach)
• How virtual / remote team members can handle most Tier 1 requests

Connect

Stephen Olmon — https://x.com/stephenolmon

Collin Trimble — https://x.com/TXAlarmGuy

More Entry & Exit — https://www.entryandexit.co/

Owned and Operated
New Episodes Every Wednesday!

Subscribe For More

Getting that sweet, sweet RMR under contract is only good. If you can keep it. You might put your best person over customer success. It was like, Hey, no matter how great I am at selling and how great we are at installing, if we've got a customer that's had to call us four times, they're probably gonna leave.Uh, the customer's always right. I don't like that version of it. To me, the way the customer feels is the reality of your relationship. I want to talk to a person and get it resolved. I don't even really wanna freaking call you. I know that we want to keep every dollar of RMR. We're trying to grow, but this person is such a drain on our business.We need to just let them go.Welcome to Entry and Exit. My name's Steven Oman. This is Colin Trimble. We run Alarm Masters in Houston, Texas, and we also run this podcast where we try to provide practical and tactical advice to help you scale and grow your security or life safety business. You know, I, I'm not sure I'm over the fact that you get to do the intro every time.You know, I, I think we both know you're better. I will admit. Yeah. You're better at the homework. You're kind of bossy. You're bossy. You know, that's so like, you get to homework, but nobody likes the homework. You know what I mean? Who's staying till the homework? You know? That's what we really need to make sure we're got.Yeah. It's like a vitamin, you know. It is, it is. Okay. We're talking about. Customer success today. What is customer success and why is it important? The real reason, um, we wanna talk about it, is because we wanna start talking more about some key performance indicators in your business, AKA KPIs that are really important and how we can impact those.And so today, the big one that we, that's it's honestly on our mind all the time, but it's been on our mind most recently, is attrition. Yep. Uh, related to your RMR. Um, getting that sweet, sweet RMR under contract is only good if you can keep it. Um, and that's what your banks care about. It's also what you should care about 'cause it really does stabilize the health of the business.And so, um. We think that there's a couple levers you can pull to keep your attrition low, but we're gonna focus on one key lever, which is customer service slash customer success. Um, we have made big investments in time and money, uh, specifically around technology. Yeah. Um, to have a very robust customer success department.And you may not know what customer success is, but we're gonna talk about it today. Because in our view, customer success is anything that keeps your customer satisfied. That could mean bringing an angry customer to a satisfied customer or keeping a satisfied customer satisfied. And there's a lot of things that go into that.It is. It is not just customer support. That's right. So customer support. Customer success should think about differently. I would say that customer support is a part of the greater concept of customer success. Agree. Disagree. That's right. A hundred percent agree. Customer support, um, falls underneath our customer success director, as does contract administration and billing.Yeah. And we believe that all. Non-sales and operational touchpoints with a customer basically fall into customer success bucket. Yep. It's, how about, that's, uh, I like that. Um, you did great. Um, I think that this is the thing that people kind of glaze over, they don't really think about in putting, okay, you've got.One super talented person, where am I gonna put them in my organization? You know, you gonna put that really fast guy out at wide receiver, you can put him a running back. Mm-hmm. So he can play quarterback. Mm-hmm. He's gonna run around a little bit. I don't know. You might put your best person over customer success.You, you might consider it because, or some of your best people, like people don't necessarily think about. It's their best talent being in customer success because it is post revenue generation. That's right. And so you're tempted to say, oh, well, you know, sales so important. Technicians so important. I, I do think you can argue that your customer success department, and that is like we talk about people, process technology, right?Mm-hmm. Um, all three being hyper intentional and investing in that. Could even be more valuable in ways because that next dollar, where is it coming from? Um, your, your cheapest cost of acquisition of a, a customer is always your current customers. So, yeah. Um, I think it's just kind of the thing that feels unsexy.But when you look back over the year. You look at our 2025 and you look at the people we added, the processes, the technology, the increase in service, revenue, you know, general like, you know, uh, uh, changes to attrition patterns and things like that. I'm stoked that we went deep on customer success. I'm too, it also leads to opportunities, um, in the sales department.Um, it also creates opportunities for us, um, from a contract health and hygiene perspective, ability to renew contracts at longer lengths, um, and things like that. Um, and I think that one thing that's really important to think about as it relates to customer successes. You've gotta define what are all the departments that fall underneath customer success and how that impacts the customer if you are going to, right.I mean, disagree if you, if you disagree, you gotta figure out, define all those departments to be able to figure out how you're actually gonna move the needle with a customer and make them happy. And like you've gotta do a little bit of soul searching to figure out like, how are you doing today? And so again, that goes to data transparency and feeling like if you can't measure it, you can't improve it.Type of thing. Right? So it's like if you don't have a phone system to see how many times you have missed calls and how many voicemails you're getting and how fast you're calling people back, and how many times you have a first call resolution, it's gonna be hard to move the needle on some of these things, right?Like yeah. Visibility, kind of shooting in the dark. Yeah. Yeah. One, one thing before we go too far in this is I do want to acknowledge it. Hey, that's neat. Mr. Alarm masters. You know, Colin and Steven, you have 35, 40 people on your team. Yeah, I've got six, you know? Yeah. I've got 12. Like, and I, I think going back to some of the phases and how we tried to improve in this area three years ago versus two years ago versus three months ago.And how we're thinking about it in the future is important because not everyone has as many team members or, or the ability to have so much granularity. Um, or, and we can talk about some ways that we are able to achieve Yeah, focus and, and granularity, and then also how that might change as your business grows.Yeah, that's a really good place to start, I think. Instead of jumping into like, here's what we've learned, it's like, here's how we learned it. Mm-hmm. And when we started, you know, we talked about this before, we bought Alarm Masters and there was 10 or 12 employees or whatever, including Steven and I, and we didn't have a customer success department.We had two ladies that answered the phones for us, and they started at eight. You know, the phones turned over at eight 30 and they turned off at five o'clock. And. It was that. That was it. Mm-hmm. And I, I'll be honest with you, and I, I mean Steven, I don't think we really talked a lot about developing a customer success department early.I wasn't on our roadmap. We found it out out of a place of need because we were finding things falling through the ga like the cracks. Yeah. A lot in those early days. First six to nine months. It was like, Hey, no matter how great I am at selling and how great we are at installing, if we've got a customer that's had to call us four times to update their credit card information, they're probably gonna leave.Yeah. There's, there's three or four things that are, make it really clear you have a problem in this area. One, uh, a frequent, you know, angry customer list, you know, where you're just like, man, this feels like this is happening a lot. Two, uh, increasing attrition, three. Increasing collections, like Yeah.Typically, you know, because people are kind of, can just be childish. So like, I'm not gonna pay you until I'm happy. Yeah. You know? So if, if that's increasing, oftentimes that can be one signal among many. Yeah. That you have a customer success, customer happiness, you know, just kind of the general, um, status of your relationship to your customers.Mm-hmm. Is, um. Poor. Right? Like, some of those things are probably true if they're kind of running away from you and you feel like you're, you know, kind of outta control, well, you probably have an unhappy customer base on average, or, or it's mm-hmm. Getting worse. Yeah. And so, um, we, we did have a couple people in seat.Um, they were not necessarily specifically hired. To be that for us right there. We inherited some people. We shifted some roles around over the course of time. We, as we started to focus on this, we started to try to design specific roles, and it was not as granular then as it is now. It's been kind of a progression.Um, but we did start to try to think about skillset and abilities to be able to, um, be kind of that, that first point of contact, that first layer. You know, early on you got a lot of it. A lot of it trickled to you. That's 'cause we, that's just lacked, you know, uh, enough team members to really kind of cover that.It doesn't happen as much now. Um, but I think as a kind of a next step is that first change, like the first kind of role or roles we hired for. And I think also touching on I-Team, I think it's a great. Plan. I will say that one of the fir, before we talk about first hire, one of the first things I did was, for me it was a little different 'cause I was buying, I was buying a business and like having to figure out what was what.A lot of folks listening to this podcast have either started a business or you know, you know, inherited one or whatever. Maybe there's a few that have purchased a business, but. So I started with just like getting my arms around what was the scope of questions that were coming in through the phones the majority of the time, and they kind of fell into one of three buckets.They fell into a technical bucket of like, I need to schedule a service, call my keypads beeping, something's going on. It fell into a sales bucket. I need to get a quote for. A couple cameras or it fell into anything else, which was basically administrative. So that would be billing updates, contact list updates, monitoring center updates, you know, anything contract, anything you can think of.And um, what I was noticing was a lot of the service calls requests were being handled promptly. Like we'd transfer over to the scheduler and the scheduler would schedule, and that's. Basically that was it. And the sales calls were coming to me, so I was handling those pretty quickly. But what was happening is I kept getting on the phones and the same customer would come back in again the next day or later in the day.'cause their problem wasn't resolved. And so I started a, a spreadsheet, you know, and I just called it the red account Tracker, and it was like. Who are the customers that have called back more than once for the same problem within a short period of time. Yeah. And as we grew, that red account track got bigger, not because we had more problems.It's just like you get bigger, you get more customers and more volume comes in. And I was realizing, well, we did have problems too. I was realizing, wow, we, we are not handling this on the first call. And so the first thing you wanna think is, I need to throw more bodies at this problem. I need to throw more people at this problem.And that is sometimes true, but also you need to like define what the like, so what I did is I created a list of questions I was like, or a list of, uh, customer service things that people would be asking for. And it was a finite list, right? Yeah. I mean, sometimes we get things that were really off the wall, but it was like, here are the whatever 100 things that people ask for and here is who are responsible and what to do for those things.So I just spent some time like building a very rudimentary playbook around. The types of cases that fall in that were not technical and were not sales. Yep. And how we handle, and who is responsible for owning those things. Then once I delegated who owned it, then I was trying to track volume of how many of those requests were going.And so again, we did not hire of uh, uh, a person in our office to augment the team. The first step that we took, because we were, we were. Lean was, we hired a virtual employee and the virtual employee would effectively triage because I didn't, at the time, we were new into the virtual international team strategy of like how much, how much responsibility, right?Responsibility should we give them, et cetera. And we use them very tactically to triage, what is the problem, what are you looking for, what bucket does it fall into? And then making sure there was a warm handoff. To the person that needed to, you know, solve that problem. Mm-hmm. So like, for an example, be like, Hey, I need to update my, you know, my contact center.It's like, okay, we're gonna get you over to the ops editor. He is gonna call monitoring center and update your, you know, monitoring center contact list or whatever. Um, so we started with international employee and we found that they, they were starting to resolve a lot of problems on the front end, basic stuff.'cause we started just giving them like, Hey, hey, if they wanna. Give you a credit, like they don't wanna pay an invoice. Here's how you send them the link to the. Processor, like, so they can type in their information, you can walk 'em through it, and it was like, oh wow. Okay. So now our, our number of transfers is going down.Yeah. Uh, the volume kept going up in terms of calls, but the number of transfers to these people in the office. So then we started really thinking through a strategy of like, what, what can we delegate to an international team member or virtual employee? I say virtual. 'cause sometimes these folks live Canada, Mexico, United States, they're just not located in our office every single day, right?Mm-hmm. Um, so I think that's just an important clarifier. I think a lot of people think automatically, like it's in India or the Philippines or whatever, and like we've hired from everywhere across the world. Um, but sometimes it's not. Sometimes it's domestic, but they're virtual. So, um, anyway, so what we really started to refine there is.Who, who, who, what can we give to our international team? Because then we started to scale the international team, like, okay, now they can triage more calls. So we started a person, bring in a new person, they would triage, and then we would layer in some of these like level one cases, like taking payments, you know, um, sending 'em to the scheduler and then doing a follow up on the appointment confirmation, uh, putting accounts on tests, ba basic, things like that.And we were finding first call resolution and missed calls were going down. And that was great. And the only way, just so everybody knows, like First Call resolution, I don't have some fan I use, we use Dialpad. It's our phone system and there's a mis, or sorry, a transfer number of transfers. So I just look at that department and see how many times something had to be transferred.If it had to be transferred, and that's not a perfect way to look at it, but that's the way that, that's the way we did it early on. Yeah. So yeah, we started to build out, but then we also hired folks in the office too. And so our general strategy was, hey, there is a bunch of, uh, case classifications.There's tier one cases and there's a bunch, it's 80 20 rules, so it's 80% of the cases that. Um, come in, can be handled and, um, managed by a, um, virtual employee. Mm-hmm. And then the remaining 20% are complex and then, and it's complex 'cause it requires a bit of investigation work, sometimes calling people internally to see what happened, and then comparing that to the notes and the communication trail to really figure out what was going on.And those people are in our office. Um, and they are also the kind of the leads and the managers of that group. So our customer service director, Brian, sits in our office and he and our, uh, service admin p sits in our office. And so these are folks that are, you know, full-time here and they are managing the more complex.Uh, and that's not, to be clear, that's not because they have some. Higher level of iq. It has nothing to do with that. It's simply because they're here on the ground. So communicating with another employee, like a technician is easier because if that technician's in the shop, they can say, Hey, by the way, I'm working this case.You went out to X, Y, Z residents, or X, Y, Z business. What happened? They're frustrated. I'm trying to get to the bottom of it. It was just simply a streamlining of communication. The the average international team member. Is paid less than the average US team member. Just, you know, which is probably not surprising.Yeah. Cost of living. Yeah, cost of living. Exactly. Um, typically those people are, you know, getting significant raises from where they're coming from when they come to work with us. So it's, it's a win-win. Um, but that allowed us to have more people, which allowed us to have more specificity and more granular roles, more focus, higher touch, faster, faster response times, less drop calls, you know, just that entire approach.Has given us ability. It, you could think of it as a luxury, right? Yeah. Yeah. If you just had like infinite budget and you could just hire Yeah. Hundreds of people, which we haven't hired hundreds of people, but you could do that, right? And then there's just nothing ever missed, right? There's, yeah. Um, and there's just extreme granularity.We're, we're not even totally where we want to be now. Like there's still ways to improve. Um, but that's been some of our journey to try to. Have like our average customer be very satisfied. Yeah. So a couple things I want to kind of jump in and we can, we can kind of bounce back and forth Yeah. Between learnings and kind of where we are today, because I do wanna talk about where we're today and where we're going.Yep. But there's a few things that I'm really passionate about. One is first call resolution. And the reason is is just simply as a consumer, I hate. Having to call, sit on, like sit on hold, talk to a person, sit on hold, talk to a person to resolve my problem. Mm-hmm. I wanna talk to a person and get it resolved.I don't even really wanna freaking call you. Honestly, I'm the type of person that would rather do it over an email. But a lot of folks, uh, prefer phone calls and that's fine. That that is 90% of our case volume comes through the phone. Um, and we're good with that. We are not trying to push people off of phone.We are trying to offer all channels. So we have chat, text, email, phone, uh, but first call resolution is really important to me and I think that this is an interesting like phrase. I heard somebody say this, being reachable is part of your product, and so we want to be reachable and effective on the first call, so we spend more money.On more international team members so that we can make sure that a customer is talking to a live person and 80% of the time that call is getting resolved in that first call. Yep. So that is what we are aligned to. So it's like, okay, if that's, if that is our goal, what do we, what are the measurements that we need to use to get there?So we're looking at, you know, number of transfers, first call resolutions. For us, this evolved into us getting off the red account tracker, which we were on for a very long time, couple years, and moving into a case handling or ticketing system. We obviously talk about Salesforce all the time. We are on Salesforce.We use their service cloud functionality, which is used as cases every time a customer calls in, no matter what. Even if it is like sometimes it's this simple, hi Steven, I'm Colin. I want to pay my bill. And Steven says, that's great. Let me walk you through how to pay it online. Cool. Pay it. Okay. Everything went through.Yep, everything went through. Great. That's still a case and there's a lot of reasons why. Number one, I want to understand how many times our customers are calling into us. Hmm. For something and I want to figure out a way to make it so they don't have to do that. So I may, if they call in every month to pay their bill over the phone or to be talked through it, I may offer to get 'em on auto pay and cover those credit card fees, right?So that, those are the things that we are kind of thinking about. Um, the other thing that I really am all about is like no missed calls. And so we have no missed calls, no voicemails, don't love them. We were on it for a long time and we, uh, we use our own team to answer the phones, um, basically all the way from eight 30 to five 30, or sorry, eight to five 30.That is our team, our team members, after five 30 or in that business hour window, if we've got a massive amount of call volume. So sometimes randomly, usually like after a holiday, we'll get a huge call spike on like, you know, it's the day after. You know, whatever, July 4th, and it's like 9:00 AM in the morning, massive call spike of, of just things people need.And so, um, we use a answering service that. Is all they are is triage and taking notes and information and getting that information back to our team, and they get prioritized at the top of the list. Mm-hmm. So if for some reason you don't talk to somebody on our core team and you do go to our answering service, which is not employed by us, they're a con or an answering service, and they say that too, by the way, which I think is important for the customers, like, Hey, we're not the case handling team, we are.We're just taking a message transparent. But what it's gonna gonna do is, yeah, yeah. Put it at the top of the list. So as soon as somebody comes off a phone call, they go grab whatever that was and call that customer back. Or sometimes they can resolve it. They're just like, Hey, I need a copy of my invoice.So we'll go in, we'll send 'em a copy of their invoice and then call 'em back immediately and say, Hey, did you get that invoice? Do you have any questions? You know, so again, I think that being reachable is a big part of. The, the value we offer, again, we always are trying to be the Chick-fil-A of, uh, customer service.And so everything we do is logged as a case in Salesforce. It's just more data. And also we are validating contact information every time. Who are you? What's your email? What's your phone number? What's your title? What do you do? And, um. Those are two really important things that if you can nail that, if you can have some type of case system or ticketing system and you can be reachable the majority of the time, that's like 80% of the battle.The remaining 20% is just refinement, agree or disagree? Yeah, I, I totally agree. I mean, the, I like the, um. Attrition doesn't usually happen, which is, this is a big deal, right? It's like keeping your customers happy so you keep them. It doesn't happen because the product's broken, you know, like you're. Um, you're typically frustrating them.You haven't responded. They feel like a lack of support, lack of professionalism, you know, there's so many different scenarios, but old and, and also kind of the, the customer's always right. I don't like that version of it to me. Mm-hmm. Uh, it's, it's, um, the way the customer feels is the reality of your relationship.Yes. Their perception is their reality. Their perception is the reality that you have to work with, right? Right. So everything we're talking about fights against that, right? Pushes against them feeling unsupported, pushes against them being frustrated. It's like, how can I help you? Let's talk right now.I'll call you right back. I'll get you the invoice five minutes from now so that, um, you don't let any of you know, you don't, you don't want them to start flirting with the idea. Of a competitor. Right? Yeah. Yeah. I think that's a really important mantra, which is their perception is their reality. And I think, I don't wanna spend, I don't wanna get too philosophical on this, but I think that if you can train your team to start operating within their reality, and you can start asking them questions about what is their, their definition of successful, and then.You're gonna have a lot more success with making customers happy, because you've gotta train. The one hard thing for me was changing my brain around what is fair and what is successful to the customer. It's good, you know? Yeah. You know, like I sometimes will be like, Hey, we did this service call. You agreed to all these rates.You signed this service report. You are frustrated and threatening to cancel. Of a $160 invoice that we resolve for you, it's not fair, but I'm probably gonna waive that invoice so you do not cancel. And I'm also gonna get something out of it in, you know, in lieu of a three-year contract or something like that.So that's not fair for me, but it doesn't matter. That is what is reality now. You also have to like take, I mean, there's some caveats to that because if you have a customer that's taking advantage of that, then they're not a customer that's worth being in your business. So you kind of have to look at the history of the customer to say, I can, I can think about four or five specific examples, especially in the first 18 months where you called me and you said, dude, I know that we want to keep every dollar of RMR.Yeah, we're trying to grow, but this person is such a drain on our business. And they never want to pay for anything, and they're rude and they're calling people eight times a day like we need to just. Let them go on their merry way. Yeah, and we did that a few times and it was the right decision. It was the right decision for, for them, frankly, for our team.I remember a specific situation where we had this customer and uh, she would, she would like harass our team and it would, like, anytime a request came in from her, it just blew up the whole system, like everyone was underwater because of this particular person. And so she got upset and was like, Hey, I'm leaving.I'm going to somebody else. We're like, and we're like, we know that you're gonna, uh, be back. Yep. And a lot of times people say that and the customer doesn't actually come back. Three and a half months later she comes back, which was like, I just didn't get the level of service from the other company. I really wanted to be back with you guys.And so we brought her back and I, and it was my decision, our customer success director was like, don't do it. And I was like, no, we need the RMR and within. 30 days. I was like, this is such a mistake. We ended up letting 'em go, um, refunded them for all prepaid service. Gave 'em a free month to transition, like totally took care of them.But it was like, we gotta, we, we just can't. And so anyway, yeah, I think it's important to distinguish, but just because a customer's unfair or frustrated doesn't mean they're bad. And sometimes a difficult customer isn't necessarily a bad customer. That's true. You kinda have to look at the grand scheme of things.Right. Are they growing with you? Have they been compares historically? You know, like. Yeah. Because if, what's the thing, if every little thing that bothers you, you're just like, I'll just cancel. I'm like, you're not gonna have a business. Yeah, right. You know? But right at, at times it gets to a level. It's like toxic.You know? At that point you, you gotta. Pull the plug. Yeah. It's like, well, for us it was like, Hey, what are the, every time a request comes in, how many hours are we using of our team? And I started calculating the number of hours that's astronom assumed versus the amount of profit we're making. I was like, no, this isn't worth it.I wanna talk very quickly and, and then kind of a last concept that I think is really important. And again, this is in that box of 20%. If you can, you know, nail those first elements of the first 80%, you're gonna, you're gonna be great, but this last 20% kind of falls into this box, which is your knowledge base is your force multiplier.Right. I mean, for us super, super cool buzzwords. Um, do you wanna, can you, I, I don't know what that means. Can you, can you tell me, you don't know what force multiplier is? Okay, cool. Let me, don't, you're not making a aggie education Look good right now, brother. Okay. Let's, I know what it means. It just, let's just, let's just unpack that.So it's, it's a way to multiply the amount of. Effort that your team can put in. It makes you without having to multiply your people, you can multiply your output. How about that? So I think that it, if you don't have a knowledge base that is centralized and updated, not everybody can know all things. How about that?So it is very hard, at least early in a cycle, right? Mm-hmm. Like if you've got an employee in their first year, it's gonna just, even in their first three years, I'm still learning stuff. Sure. And you can throw bodies at a problem, or you can make the existing bodies you have more effective. So, or I should say may.Maybe more efficient. Yeah. Is probably the better way to say it. Mm-hmm. And so knowledge bases do that. So what's a knowledge base? It's just simply a place where you have standard operating procedures or SOPs and or playbooks. All that's the same thing. A knowledge base is a place where it's like, what do you do when a customer wants to put a system on tests?So ours are written like, Hey. If the customer says these things, if you hear these words and these types of requests, here is the questions you need to ask and the actions you need to take. We started, at first, I was like, I'm gonna sit down one day and I'm gonna write hundreds of pages, and I was like, this is not effective.What was more effective was every time we were solving something, the customer success supervisor was writing an SOP and dropping it in. So every time she's just like, Hey, I hear that the agents keep asking this question. Let's create an SOP for it and put it in the knowledge base. And what ended up happening was our first call resolution went through the roof and our call duration went down.Yep. Customers were not having to re-explain what their problem was because our team members were understanding it real time. And they're like, oh yeah, you wanna put your system on test? Oh yeah, you want an invoice? Oh, you wanna update? Who's getting the accounts payable contact, whatever. These are basic examples.Having a knowledge base is going to make your team more effective. So you are going to be more effective and more efficient with your existing team. And if you wanna take that even, and I think that it's, take that even further, upload all of your SOPs, uh, into, you know, your favorite LLM and, uh, you know.Just query against it, you know? I mean, like, you can, we can nerd out on, on that some other time. But, um, yeah, the, I think the old way, you know, historically was to do on the job training, you know? Mm-hmm. Let's do a ride along. Let's talk about it. We're, we will do your initial two weeks of training. Good luck.Um. And we, we did some of that early on, you know, but the more granular, the more, uh, step-by-step you can provide. It's, we've talked about this before, you know, it's just an investment. Yeah. But it'll serve you so much in the future. You just have to take the time and effort to do it. I think it's just, I think it's hard to do the, like I want everybody to be to know everything.I'm not gonna happen. The like curve on that is takes so long versus if you can find people that very quickly know where to find the answer. There again that it's always better. Like if, of course, if I can handle every problem in the business, that would be the best case scenario because I know the most about every part of the business and how I want it to be handled and blah, blah, blah, blah, blah.Right? But like, if I can at least educate everybody in the company about where to go and how to find the problem, that's the very next best thing. Mm-hmm. I think that's really important and, and so again, for us customer success, just to wrap it all up, if you can. Focus on how to make yourself your business available to your customers, and you can focus on how to resolve calls quickly.Mm-hmm. For your customers, you're gonna have happy customers. Okay. And not everybody's gonna be happy. Sure. But those are the two most important things. And so then it's like, how do I find that? So if I'm doing homework, the homework I'm doing is I'm finding a, I'm gonna start with two things. One is gonna be.So I'm gonna start writing out like, what are the different types of cases and who owns those? Uh, and just like very cursory, like drop it into some buckets like, hey, if it's a service call request, it goes to this person. If it's a billing request, it goes to this person. The next thing I'm gonna do is I'm gonna do focus on technology.And the first thing I'm gonna do is, is just stand up. Some type of case system, you could make one up, but if you don't wanna spend a dollar on it, build a spreadsheet, you can. There's a lot of cheap case handling solutions. Yeah. There is Zendesk. I mean, there's a bunch of stuff out there that you can do.I think even HubSpot has like a free version. Um, and really just like try, I would, that's what we always do is we try something cheap, free, and then we figure out what we want and then we go big and build, you know, build the, the broader thing. So I think those would be my two pieces of homework. What do you, what do you have anything?Yeah, just on, on the back of that. Because you're a nerd and I'm grateful for you. Yes. Like we, we've gone super deep on KPIs. Um, you know, so we've, we've talked about a bunch of different ones, like start somewhere, like what you, you know, what you measure, improve sort of thing. Um, so I would. Ingest all of this.Think about it. Think about with your team. What are the first few things if you're not measuring anything today? Yeah. Hey, let's, let's choose like our first three metrics we're gonna start focusing on. Yeah. And then when you start to feel confident in that, and you're measuring it month over month, it's been a few months, start to layer in deeper.More specific metrics, uh, don't overwhelm yourself. Like don't start out with 16 new metrics. Um, and then the last thing I'd say is, you know, we, we always say talent wins. You know, some of this will be coming back to who's doing this work on your team, and are they skilled, not just trained, but like, do they have the right type of demeanor and, and abilities to, um.To kind of, uh, execute on this like newfound focus. It might be that you're thinking about some new hires, uh, some new team members. And, um, as always, you can reach out to us, we can give you advice on, you know, how to do that wherever they may live. Yep. Yeah, I think that's great. Um, I think, again, if you can.If you can place a little bit of emphasis on this area and start to measure some things that's gonna pay dividends for you. Again, reach out to us if you have any questions. Uh, we talk about it all the time 'cause we have conversations with folks every single day and it's awesome. Uh, and all we ask in return is if you'd subscribe, leave us a review, comment, just some level of engagement.It's massive for us. We appreciate that. We hope everybody has a fantastic week. Thanks.