Empower your restaurant with sales funnels for restaurants in IT architecture documentation

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Have you heard yourself say, Oh my, uh, business or my restaurants, my baby. Here's the thing, friend. Babies need babysitting babies, poop, babies need food. Uh, babies need a lot of care every hour. They need something from you. Instead. I want to challenge you that we need to view our restaurants more like a machine. We want a restaurant to be a machine. Just like a car, right? A car is a big system. And within that big system, you have little micro systems that work together for the vehicle to drive. And all you control is the pedal on the gas and obviously, uh, the pedal on the brake. But that's what you want to be your restaurant. As a restaurant owner, as a restaurant manager, you want the restaurant to be working more like a machine that it doesn't need you for every little thing. Today, I'm sharing with you 37 and yes, I could have gone longer and longer, but these are 37 systems that we've been working on for our restaurants in the last six years. Um, to be able to kind of, again, our vision is for us to not be as. Slave to our restaurants. And this is my goal here and making doughs show, uh, to help you run a profitable restaurant that does not run you. So I'm gonna share with you 37 systems we've been working on and hopes that you can identify a few systems that you need to maybe improve upon, to get closer and closer to being free from, you know, the baby that is your restaurant. So it grows up and turns into a machine. Before that I want to talk to you about a little bit about systems and what we're talking about. So the definition of a system, you know, that's out, there is a set of principles or procedures, ing to which something is done, an organized scheme or method. So bottom line, what it is is that no matter who does a particular task, we always want to get a consistent and predictable result. So it doesn't matter if I'm making a pizza or you're making a pizza customer, should not be able to tell who made that pizza or every time they come in, they get a different product, for instance, or if this person is my closing lead versus that closer, or when this manager places the food order or that manager places, the food order, if there are inconsistencies in any areas of our restaurant, that means we have a system, problem systems are ultimately a set of procedures that you have in place. Standards and guidelines. And of course tracking is part of that system to make sure that it's running well and these systems and tracking and all of that jazz must be communicated, um, to the team on an ongoing basis. We are training people ing to the system as well with tracking results. Also, ing to the system. So I'm going to share with you 10 management slash HR systems that you need to have in place. I'd love to hear your thoughts on this. And here again, of all the ones that we're talking about, what are the systems that you're going to be working on? What have you worked on? What's working, what's not working. I would love to hear your thoughts on that. So if you're watching this show on YouTube, be sure to comment down in the comments section and you can always send me an email to making dosha@gmail.com. And let me know your thoughts. When it comes to HR management, it starts with your job listing. Do you have a system for listing positions that you have available in your restaurant or the last time that maybe you updated your job listing was, I don't know, six months ago, a year ago. And you've never visited those job postings. The second system you need to have is the hiring process as part of the hiring process of courses. Like when somebody applies to come work for your restaurant, for example, how are you contacting them to come for an interview? How are you communicating what to bring to the interview or. If, you know, how does it, your interviewing procedure kind of a look like, uh, in general, how are you communicating with somebody who was hired or not hired just that whole hiring process? You know, do you have systems in place for that, or it all relies on you to be there to hire people? One things that we did is about, I'm going to say two to three years ago, we freed ourselves from the hiring process and instead we gave it to our managers. So we created systems for that. Would we look for what's the culture, how to kind of. We created trainings for, for our managers to know, um, how to hire. You know how to choose a new hire now, do they screw up? Yes. All the time. Have we ourselves hired bad hire? Yes. It's a 50 50. Some people do great in interviews and then are not the best on the job and vice versa. And you know that so might as well get a manager, uh, to do this task. Instead of you. If you're the restaurant owner, the third system you have in, you need to have in place is your onboarding process. Part of that obviously is your basic paperwork. You need to have employee handbook. Do you have a procedure, you know, to administer that employee handbook, do you have, you know, how are you going to make sure a new hire. Is actually reading that employee handbook and they're signing it. They understand it because that's like your constitution. That's how you're going to be holding people accountable. ing to your employee handbook, how are you communicating, you know, the mission of your, your restaurant values, you have, you know, those kind of core values. If you have those. Um, and kind of what we have done for our onboarding system is that I might say in the beginning, we used to spend so much time hiring people, training people, and we're, I realized I have no life and sometimes a person may stick around for a month or maybe a few years, but overall I realized, listen, I can't, I can't be doing this all the time. So I recorded videos of board, onboarding process, setting expectations, you know, why we do what we do in our company. A little bit of the history about. Our company and all of that. And I put them on video and that's part of our onboarding system. The fourth system that you need to have in place is training. Training is done in both ways. And I hammered that on this show all the time, because we're obsessed with it. Uh, one of our core values is, um, one of our core values is. Always investing in myself. So we're really obsessed with that because I feel, and I've mentioned it many times. If you have a highly skilled team, if people are trained, it is much easier to manage them. You don't need to be correcting people all the time. If you're feeling that you're have to yell at people all the time and correct them, no, don't do this. Do this of that. All of that is because when it comes to training, we did not do a good job at that. Does that make sense? So training, you need to have systems for it and we're again, revamping those. I'm going to say every two years, we're going through them again, our closing training, doing the video for, do we need a checklist? Do we need a poster? We update those things quite often because that's a critical aspect of our machine. The next system, the fifth one that you need to have in place is a coaching system. There need of a. Providing feedback to your team. There's always going to be either positive or negative feedback. If people are just mediocre, then they need to get received feedback on the fact that they're not doing a select level of a mediocre job and investigate what's going on there. Do you have a system for that? Do you have coaching? Um, checklists, do you have, you know, a system for your managers to coach people, things be documented in a written format that it goes into folders. So either people are good, good, or they get out. The next system you need to have in place is a pre shift system. So when people come in upon arrival, what are their duties? What are they going to do to set the shift up for success at the teams that the operations and all of that for success. So do you have a pre shifting system in place? Again, part of that a system is checklists and or videos that you have. In place because if the shift starts chaotic and without a plan a then kind of you, again, the whole shift is going to go down really fast. As you know, just like a sinking ship. The seventh system is, do you have a, again, a system in place to report any employee incidents? There are incidents between. Between employees, there are incidents between employees and customers. There are incidents between employees and equipment. Do you have a proper reporting system for that? Because if there are any kind of incidents, those need to be documented, do you have a system and standards for labor and scheduling? If not, you know, what are the guidelines? And on a Monday we usually have like hypothetically three drivers. When he three cooks on a Wednesday, our Friday nights, we run this way. You, if you're going to have your managers doing the schedule, you need to set them up with a system. This is the system. This is the way we do it here. Instead of you doing the tasks, if you're doing it, it's your role to create a system so you can hand it to somebody else to drive the vehicle because there's only one, one car you can drive at a time. If you're hoping to one day, drive multiple cars and have multiple restaurants, you need to have this one as well, systematized. So other people can do the schedule following your system standard and guidelines. Another one is a ninth. One is a disciplinary system. Yes. As I told you, you know, that what's the PR the path of somebody, especially if you are going to delegate the hiring process to your managers, you must have a disciplinary system in place. That, again, as I mentioned, either people are getting good or they're getting out. So the getting out in terms, it's a liability for a company. You can't just fire somebody for whatever thing it is. So part of the disciplinary is, you know, do you have. A coaching process, which was the coaching slips that are documented. The other one is write-ups. When is a manager to issue a writeup, uh, do employ, are employees aware of doing this task will earn me a write up. And what does that mean? Three write-ups maybe means termination. You want to make sure the employee understands the path they're on, and that is part of the disciplinary system that you need to have in place. Last, but not least when it comes to kind of HR and management systems that you need to have in place is a meeting a system, you know, meetings. We have. Daily meetings. We have weekly meetings. We have weekly meetings between the management team, with the kitchen, the front of the house management. Uh, we have between director of ops and the owner. There are multiple meetings that happen on a weekly basis. Their meetings happen, the monthly there, you know, marketing meetings, strategic meetings. We have quarterly meetings, you know, all kinds of meetings that we do have in place. You need to have. Format to follow. If you just getting together to have a meeting and chat about you're not being as effective, things need to be documented a lot of times. So for what we do is we have forms that need to be filled out and reporting the need to be, um, provided for each of those and the managers before the meeting, they fill out those Google docs. So we have a written record. Of all of those words are just sound waves into the universe. You know, there's no way to catch them. So you need to make sure things are written and documented. It also looks way more official when things are documented, it goes into folders. And does that make sense again? When, if you're building a machine, we need to be moving more towards something more official. All right. Let's talk about ops systems that you need to have in place. I'm going to share with you 10 different ops systems that you must have in place. So what you want to do is have the kind of gradually work toward these and Adam, and then from then on, it's going to be a non-perfect system. You will have that gives you an opportunity to put it into use into your operations and constantly, uh, course correct. And improve that. System nothing will be perfect ever. So all I'm telling you is ultimately we're going to set these systems in place that you need to set in place for your restaurant. And as a CEO of your restaurant, as a restaurant owner, your role is to always assess, get reporting, getting understanding of how you're going to continue to improve upon these systems. First one is your inventory. Now these are not an important, uh, kind of I'm sorry, not in a sequential thing, but you need to have a system to conduct inventory inventory. Um, is what we do obviously in the restaurant. Right? We do it weekly. Some folks do it like daily, even. I know, like for example, pizza hut. I think at least I had heard is like, at least some of the locations they do their top, um, most used items, uh, daily. They do an inventory of the top 10, uh, weekly, of course, end of the month. What's going to be the system for your restaurant. Start with something simple and complicated. Later. Um, and so you need to have an inventory system that you can hand it to a manager or a team member that they can follow and learn and do that task inventory in itself is not a complex rocket science brain surgery thing. So maybe you shouldn't need to do that, which you need to do is hold someone else accountable who does this task? Close after inventory. Of course. The second thing is you need to have a system for placing the food order. You already know that you need to have par levels of, you know, on a Friday how much cheese we need to have on hand, how much chicken we need to have on hand. And you know, that is, again, it won't be a perfect system summer to winter. That changes. Of course, that requires a lot of discernment. Experience, but you need to have a system in place to equip your managers to know how to place the food order properly. So you don't end up with a whole lot of chemicals at hand or. Things are misplaced and all kinds of stuff. If you do not have proper homes for where things go, that leads into, you know, when the food order is, um, w if you don't have a system for putting the food order away, then people are going to put the food order here and there. And you, you think you're out of something when you in reality was simply misplaced. That never happens to any restaurant. I'm sure. Oh, I restaurant. But anyway, so that's another aspect that we're constantly working in, improving upon. When it comes to ops, you must have a system for your portion control with your recipes. You need to communicate, and this must be followed to the T or else. I feel like a lot of times, if you're not like a franchise restaurant, sometimes the team thinks that they can negotiate. They think, well, you know, I like my food, a little spicier or this and this and that. And yeah. They changed stuff up. And sometimes I'm like, what would Chick-fil-A do you know, when people come in and they want to change this stuff? I really don't think they're as, um, lenient in changing the recipes or McDonald's. Do you know what I'm saying? So set up a standard for your recipes and you need to make sure the team knows this is. Going to be followed to the T where the portion control or whatever. Do you know what I'm saying? So we've had like, sometimes you're like, I really like baking on my pizza. So when you know, people are topping a bacon on a pizza, especially when they're hungry, all my gosh, they put in a whole amount, like what is anyway, I don't want to go there. You know what I'm talking about? The fourth system you need to have in place when it comes to your ops is your ticket time. Yes. You need a system for that, you know, trainings to make sure that the system is accomplished when it comes to your ticket times, I've hammered this topic and on the show, many, many times people want food and they wanted, now, if they wanted to wait 45 minutes for their food, there are parts of this. You would've cooked it at home. They would have gotten something frozen or whatever. You know what I'm saying? They're coming to you. They're hungry. They want their food now. So for example, one of the systems we have for our ticket time is that we call something called 10 2030 rule. So that way we're like within 10 minutes, folks need to receive their, if it's a dine-in, they need to receive their food within 10 minutes. If it's a pickup, our ticket times, max is 20 minutes. If it's a delivery within 30 minutes, driver needs to be out the door. That's kind of, these are some of the guidelines we have put in as part of our ticket systems. The first one is you need to have a system for your kitchen. Slow. You need to see where we're at. Like for example, when a food is being prepped, what's the flow of the kitchen. Um, if it's for a pickup or it's for delivery, where do drivers come in and get their food on? Or like, for example, but the fridges over here, but the warmers over there, you must have a system for the flow of your kitchen. That is the most efficient path, the fastest path to getting that food out of the kitchen. And into the mouth of the customer, no matter the dining option, the sixth system you need to have in place, nothing you and you new, you need to have opening and closing systems in place that people follow. So it's not like when so-and-so closes, the drains are done or they're not done, or when so-and-so opens, you know, then in the afternoon, we're out of prep because the game plan wasn't, you know what I'm saying? So we need to have an opening system and a closing system. And that part of that is a checklist that you need to start creating and putting into use on a daily basis. Seventh, you must have a maintenance system. You know, you have equipment, equipment breaks down, or it was just us and you all just restaurant equipment never breaks down, no equipment, sadly breaks down. You need to have a system to maintain whether it's your AC, whether it's your walk-in, whether it's your ovens and things of that nature, you need to have a maintenance system and a schedule and reporting. This is all part of a system that you need to have. Eighth thing is a daily prep system. And who does what, when it comes to prep, it's not just, okay. We need to have a chart of what needs to get prepped every single day or on Monday, we do the, we slice this much onions and, or on Wednesday we make chicken breasts or this. Part of the prep system is the recipes for all the prep that needs to happen. You also need to have who does what and when, and the training and the reporting and the communication of all of that. So that's all part of your prep system that you need to have in place. When it comes to ops, another thing you need to have is a troubleshooting system. I don't know if you have any trouble with, when it comes to your operation as well. We tend to have a lot of trouble here and there. What's going to be the process and a system for a manager to know when this problem happens. Do what, you know, do you have like a, what if system, uh, you know, when it comes to just overall in your operation, so, you know, what are the tropics. Troubleshooting process for, um, different problems that happen in your restaurant. We had to sit down and we ask our like all of our management leadership teams, you know, what are some of the random stuff that happens in the restaurant? So we took out like a long list and then we had to come up with, Hey, if this happens, do this, this, this, this, if the. Water heater. You know, we don't have hot water do this, this, this, this, um, if the POS system is offline, do this, this, this, this, this is like a troubleshooting, you know who to call. Um, if the AC is not working, call this person, notify this, send a text message to that. Follow up with this, fill out a report that, you know, do you have like a troubleshooting system in place to equip your managers? 10th one obviously is a customer service problem. You know, I'm sorry, customer service system in place. You know, when a poor review is placed online, which never happens ever, you know, what's the procedure who is in charge of responding to those. How do we respond to them? What if they're positive? What if they're negative? What if there are service related? What if there are food quality related? What if it was a delivery? What if it was, you know, all of those cases you need to consider and come up with a system that you can equip your front of the house manager. You, you cannot just rely on their discernment because their discernment may not match your discernment. Maybe they discern that. We need to give everybody free food. Maybe, you know what I'm saying? And if that's the case and you don't have a system, you cannot blame them for doing what they think is best. So we need to have a system in place when it comes to our customer service. If it's presented in store, if it's when I call customer calls over the phone, did the delivery took so long? What to do, what questions to ask to resolve that? In fact, I went over, uh, it's a playlist I'm going to like down below with customer service, how to handle, you know, different complaints properly. I shared parts of our system and, and those videos as well, I will let down below great. We're going to go over 12 different marketing systems you need to have in place. Friend, if you know, everything is working great operations, we have fantastic people and management, highly skilled and trained people, but you don't have customers. We got. We've got problems. There's nothing to work with. So as you know, I'm obsessed with making sure we're continuing to grow our sales. So we need to make sure we have marketing systems in place, uh, there as well. So let me share with you a few of those. First off, and there's something that I'm working on for our restaurant, and then you need to have cohesive branding. That's part of a system, you know, what are the colors of your, um, social media posts? What are the fonts you usually use when somebody comes to your website? You know, all of that has got to be a cohesive branding, as well as the language of your brand. And it needs to match your in store branding. Now. If you are not still profitable. And if you're in the first three years of your restaurant, you should not need to go and spend all boatload of money, paying a branding company to get those stuff. We've always done things, very frugally. And for the first few years, we really didn't do any of those. And now we're just kind of starting to do more of that because we're way more profitable than we used to be. So that's, you know, then you go spend your money wisely to become a little bit better at these stuff. If you're not profitable. Ignore this particular one in terms of your cohesive brand, you know what I'm saying? Next one is you need to have a system for campaigning, a promotion. Whenever you have a deal, whenever you have a new menu item. You know, what is going to be the system that you're going to follow up as part of that campaign. I in fact, have a show about, you know, um, how to set up a promotion. I go over like 10 different places. I share about that one promotion to make sure I get as many eyeballs. A lot of restaurants think that I need to have multiple. Deals and offers running at the same time. My view has been, I don't want to complicate operations. I don't want him to cause I need to make sure our front of the house knows our thing. And if I'm creating the graphics, if I'm creating all this stuff for this thing, I don't really have the time. So I want to make sure I do less but better. So I have a campaign and a promotion. System in place that every time that I have like a week weekly feed the family deal, I want to make sure it's in 10 to 12 different places that I'm listing the Mac. You know, whether it's social media is the ad is email marketing as a text marketing. Is it the Facebook groups? Is it like a Google post? They're like 10 to 12 places. Place that offer as a system that helps me be more effective with that one offer instead of, you know, just being all over the place. So as part of that is going to be different systems in place. Do you have an email marketing system? You need to be sending an email every week, some of this stuff, you know, what happens is a lot of times people tell you, you know, about different marketing tactics and you know that you need thousands of customers, friend. So even if you can get. 50 customers to give you 20 bucks, you know, that's, what is that? Is that a, like a thousand bucks? You know, I'm okay with a thousand dollars. If I only get 50 customers per week, I'm okay with that. You know what I'm saying? Well, I'm always cool with that. So ultimately my point is I feel as restaurant owners, at least my view is you need the little bit have. Multiple things in place. I'm not saying do one thing or another. So email, you need to have a system in place that you send an email every single week. The fourth thing is text message marketing. I know you probably know that I'm very adamant about it. We've done this for six years, uh, and it's very effective. People check their text messages and they usually check it within five minutes. So again, that is as a marketing service, I also offer, but I do that for our restaurants as well, every single week. Religiously without failed for the last six years, we've sent a text message. It's easier and faster to set up than email has no graphics. It's 160 characters. Obviously. It's pretty simple. If you need help with that, let me know. Send me an email to making dos show@gmail.com or leave a comment below. I'll be happy to help you with that. Social media and content creation. You already know that you need to have a system in place that you're, you're not like reactive. Oh no, we've not posted something for three days. We better post something. And then you just pick a picture in the kitchen that the lighting is not very good. You know, the caption isn't thorough enough. We were lacking a system on that. And you know, as I'm recording, this is end of 2020. I mean, we've got to get this one figured out. I did mention about customer service systems, but as part of the marketing is because to me, it's a marketing in terms of how we're perceived as other people that are going to read those online reviews. Hundreds, if not thousands of years to come, I want to have a marketing. System in place. We do have scripts. I have templates that we use. In fact, I think I have it in our resources as well as a PDF, um, on, I have multiple shows on that here as well on how to handle customer, uh, online reviews, how to respond to them, using templates. And I do have a template freely for you if you want. And I'm going to link it down below as well to save you some time so you can go make some dope. You must have a system for your marketing budget and how you're going to allocate that money to different things, you know, and how are you going to define what, you know, what your budget is going to be in all of that? Do you have a system for that friend? Easy way of doing that is like 1% of my sales. For example, you're like 1% of my sales, I'm an, a dedicated marketing. Then you need to figure out where that money's going. And how are you going to measure, um, the effectiveness of that investment by dad was a return on the investment of you putting money into different things. For example, one of the things we did. From I say two years was we had a highway sign for our main flagship location. My husband wanted to have that. It was like, I might say $400 a month, three to $400 a month for having that sign. I was trying to keep telling him we've not had one person telling us if it's effective to come here because of the sign, you know, how are we going to measure. The effectiveness of that investment. And we stopped paying for the TxDOT, which is a highway sign and sales was not gone down as a result of the highway sign in our case. Now it may be effective for you. It depends on what kind of a restaurant. You have on all of that. I'm not, I'm not bashing the highway sign. I'm just saying you need to have a way of tracking if it's working or it's not working, you're just throwing money into the air. And nobody wants to do that. One of the ways that is great to, to, uh, to build Goodwill and town and your community is doing giveaway. You need to have a giveaway system. Why? Because the give away you need to figure out what's the objective of my giveaway. Um, what's going to be the media photo video too. Published that social media giveaway. Uh, how am I going to, um, choose winners? How am I going to give the, whatever he gift it is a do promise. Is it going to be, you're going to text it to them. You're going to email it to them. How are you going to, you know, make sure you inform your team, uh, to make sure that when a customer comes in, that they want a giveaway or something that they're, well-treated all of those as part of a giveaway system, as part of your marketing system, you really need to have that. It has been, it is, um, Worked great for us always when we have a new dish, I do giveaways. When I have new promotions, I do giveaways. I do give away for teachers. We do give away tag your spouse, all of that. It builds tremendous amount of Goodwill. And if you don't have a give-away system for, as part of your marketing, I recommend you do set that up. Uh, number 11, you need to have a Facebook Facebook group system. I have videos on the, how critical it is for you to take advantage of Facebook groups locally in, you know, wherever you live. And three to five mile radius of your restaurant. I've mentioned it, you know, multiple, very active Facebook groups, uh, in our community where there are like 20, 25,000, some people in some of these groups and you must have a system of making sure you're sharing posts. Every week, maybe a couple of times that you're engaging with the people and you're well known in the community. It is free for God's sakes and not a lot of things are free last but not least. I wanted to share this with you as a 12th thing, when it comes to your marketing system, you need to have an organizational system for all of your media. You know, I, again, I'd be happy to share some of these things. If you're interested in any of these systems, you'd like me to share in more depth. So, let me know, I'll do my best to share more with you. But for example, this one is I have a Google. Folder the folder is called, you know, the name of our restaurant Batangas media in it. I have the name of every single dish, the name of every single ingredient we use garlic onions, a Supreme pizza spaghetti and meatballs, breadsticks, tyranny, SU. Always one, I take pictures or videos, commercials, anything related to those items. It goes into that folder. So whenever I'm thinking about, Oh, our next feed, the family combo is breadsticks and pizza. I know where to go because I have, like, I have. 10 shots of those breadsticks that I've taken throughout years. It all goes in there. It is. You doing a little bit extra work. So you're going, it seems as though you're slowing down, but you're creating something smooth because then later you can be much faster, you know, you're setting yourself up for success for later, when you are setting up the next campaign and whatever you already have the media, um, for a lot of these different things. All right. I'm going to share with you five different finance, kind of a systems you need to have in place for your restaurant. First books. You need to have a bookkeeper. Of course. I mean, we've chosen to outsource it because I'd rather allocate my time in growing sales and digging into our receipts. You need to have a system for how you organize the receipts. Do they get scanned? Um, there are so many apps. You can get your managers to take pictures of those. How do you store those receipts? How do you communicate them to your bookkeeper? Those are all of that is. You need to have systems for those next one. Obviously when it comes to finances, you need to have a system for closing the register, you know, cash deposits, all of those things. You have forms for your people to fill out. Do you have, you know, feedback loop, um, with the bank, you know, does your CPA check those things? You know, ultimately you need to make sure you have a system for your closing, the register. Are you going to be there every single night? And we really don't want to do that. So you need to have some in place. You can delegate your managers or other leadership team in, in, in your restaurant to take care of that number three. And when it comes to your finances, you need to make sure you have a system for your profit and loss. What is going to be your profit margin? You know, are you going to get reports from your CPM monthly? What are you shooting for? And obviously what's your budget for different things. Um, how, how do you assess if your restaurant is indeed profitable or it's not profitable, you must have a system in place where you review your numbers obsessives every single month, if not every single week, because numbers tell a story. Sometimes it's a horrid story, but a at times it's a good story you want to know of, but either way you need to be on top of your numbers. Next is, you know, you need to have a sales tax system. So what happened is, you know, the first time we got a CPA and I realized, Oh wow, how much they charge? And they were submitting herself sales tax. And every time she was doing that, they were charging us $70. I was like, wait a minute. I need to figure out how we're going to submit our sales tax ourselves, you know, years ago. And I created a system for it and I delegated it out to somebody else. So for example, sales tax system, it doesn't need to be something that you need to do every time. Right? You know, figure out greatest systems around it and delegate it to other people to take care of it last but not least the fifth one. And that is our 37th system that we covered in this show is you need to have a payroll processing system we've chosen to use a payroll processing company. Are they perfect? No. Have we tried different payroll processing companies? Yes. Were they perfect? No, there is no such thing friend and they will. You know, no matter what system you use, POS whatever, there is no perfect, nothing on planet earth. I've given up on that a really long time ago. If you're still stuck on that, I'm just going to tell you you're going to constantly get disappointed, but you need to have a system for processing payroll that happens without you. So that is another task that we have systems around. Um, that we delegate to other people to do. So it's not on my plate getting done, but I know that they're following this system. So it is getting done ingly because we don't want to screw up and make mistakes and some of these aspects of the business. So I'm gonna remind you of this, uh, quote that is a quote or a motto, which is very famous from the seal teams. And that is slow, is smooth. Smooth is fast. And particularly in business, it applies very much to ours. You know, when we opened our restaurant, about six years ago, you look, we look back and many other restaurants opened up and they wanted them from one location to five, to seven to 10. If you want to have a life at times, it is important to take just a few years, two to three years. Did you go into a little bit. Slower creating these systems and creed smooth operations. So later you can go way faster without losing your mind and continuing to have a life question of the day. I want to hear from you. I shared with you 37 different systems. I want to hear what are you going to be working on this week? Uh, where is your weaknesses? Where are your strengths? What systems you've created, you know what you know, if you have, if you want me to go into more depth in any of the systems that I shared with you. 37 of them, not the less, let me know. And I will do my best to share, uh, you know, you can comment below or send me an email or what have you. Let me know how I can help you and dig a little bit deeper into some of the systems that I shared with you. Here. I am pro systems because that's the key to my freedom. I, and I mean, my background is in engineering, so I really love creating systems and stuff, but overall, I'm happy to help you with that. Uh, thank you so much for tuning in. If this was a show you tuned in on the podcast, I'd greatly appreciate it. If you will leave us a review would mean the world with that. Let's get back to work and make some depth. Thank you so much. Buh-bye