The Health Compass Podcast
If you are interested in evidence-based information on all things health with lots of actionable take-homes, this podcast is for you..
The Health Compass Podcast
The Godfather of Small Group Training: Alwyn Cosgrove
This episode isn't just about Alwyn's journey; it's about the transforming landscape of the fitness industry.
We chat about the shift towards short-term, high-priced programs and the increasing significance of mental health in conjunction with physical fitness.
We delve into all things small group training. As fitness professionals, we need recognition, and we discuss the importance of this aspect.
We also delve into our growth through books - including Alwyns program design book and Simon Sinek's 'Start with Why'.
Our conversation underscores the potential of literature as a tool for learning and self-improvement.
As we round up, we cast a look at future plans and opportunities. Our philosophy emphasizes investing in oneself and the importance of lifelong learning.
Alwyn also shares a glimpse into his method of planning out the year in 90-day chunks.
We then take a detour to the world of live events and seminars, sharing our personal experiences and the transformative potential they hold.
Whether you're a fitness enthusiast, a newbie coach, or a seasoned professional, this episode is packed with insights and actionable advice you wouldn't want to miss.
I was born in Scotland and I was competing in Taekwondo competitively and I think a realisation from a lot of athletes that will hit them at some point and it hit me, and I think boxing is a good example. Boxing in particular you can teach you all the punches in your first session, right, but you're not ready to fight Floodmere, you're not ready to fight Tyson Fury, but they don't do the punches differently. They don't know different punches, they do the punches differently. So the physical application of the techniques that everybody knew became the difference maker for Taekwondo. So I got interested in how to be faster, how to be hit harder, how to have more conditioning, and that led me down the traditional pathway.
Speaker 2:I went to college in Chester University of Liverpool, which was my degree, and I just got really into it, particularly for training athletes. During that time I had to do a paper in college, or an assignment as you'd probably say in Europe, where I had to write a general fitness programme for an overweight beginner. And I wrote a programme and I remember I got an A on it and my mum did the programme at home in Scotland and the programme resulted in no body fat changes and I'd suggest she was extremely compliant and my mum actually died of a heart attack not long after. So it was one of those moments where everything that got an A in the academic world failed in reality and that kind of turned. As much as I still like training athletes and I still have a lot of them it turned my interest from sports, performance, sports never been better right. The world records are going all the time. The world record and the marathon just went like powerlifting records. It's all in the last few years Usain Bolt has just recently retired Sports never been better. But if you look at obesity around the world, particularly in the US, it's worse than ever. So we're failing the real people and that sent me on a path.
Speaker 2:Originally I came here through to the US. I live in California, now came here through to Econdo, but I was always more interested as much as I trained athletes, I just always more interested and passionate about helping general fitness. So I was living in New York fast forward, met a girl, as happens, she's from California and we're now run results fitness together. Her name's Rachel, now Rachel Cosgrove. We've been married since 1999 and we now live out here and half of what I do is the gym and half of what I do is our consulting company, which is results. Fitness in our circle, is our website, it's our membership site because I think that fitness professionals, honestly, are the most underappreciated, underpaid people and sometimes our industry does it to ourselves right. I did a seminar for perform better and I was doing small group training and a lot of people say I invented it and I don't claim to have invented it, but I can't.
Speaker 1:Can I be saying that Godfair is a small group driver?
Speaker 2:Perhaps, perhaps I don't know who. I know people were doing it before me, I just didn't have anybody to ask. I can tell you that I was trying to figure it out on my own. So I did a seminar on it for perform better and at the end of the seminar I just got asked like logistical questions. It wasn't like programming, it's how do you book these, how do you build these guys, schedule them, super, why, how do you do it?
Speaker 2:And I was like wow, like kind of like one of these moments where this door opened, where I became more of a business consultant, perhaps just to help trainers, like to help fitness coaches to do better. So that's about half my time spent doing that and another half is in the gym training people, and I'm fortunate that I can be quite our gym's open to anybody who wants to join and we've got some great members and fortunately I've reached a point I could be quite selective at who I work with directly, so I always have like my kind of clients are the ones that you know, the ones you train for free, right? Yeah, yeah, yeah, my schedule's full of those kind of people that I'm excited to go in and see them, you know, and see what we're going to do. So that's the snapshot of 26 years, just in that first three minutes.
Speaker 1:And if we, if tight results, fitness, for example, like the entry and is it still? Are you still running with the trial?
Speaker 2:So we'll do a couple of methods now In the state of in most places and you buy a car I don't know the rules in Ireland, but over here you've got like a three day cooling off period. You can sign anything and you can get out no questions asked in three days or something. So it's not worth it to high pressure salespeople. So in the state of California the price point I charge for a one year membership, by law I have to allow 30 days. You can cancel it. So I do have a trial. I have a low price trial that we call a test flight, where you can come in no commitment and but in by law. If you signed up for my annual agreement, I would have to allow you to get out in 30 days anyway. So the trial's kind of a lead gen tool. When you come in, I just treat like you're going to join and I say if you just want to take the trial, here's how it works. If you're ready to commit, you think you're going to stay for a long time. Here's how it works. And, by the way, there's no risk to taking this commitment because you can get out in 30 days regardless. So it's kind of a unique situation where, yeah, everybody comes in off a trial week. We go a little higher priced our memberships. We bill every two weeks and so our membership for a trial is we're running about a 28 day trial run about $197, which is almost almost exactly the same as pounds and euros right now. So that's our kind of membership. And then about our lowest price membership is just about 127, bill every two weeks about 250. So but the the trial, I would say I don't like saying I've beaten switch because it's not that tall. It really exists but it's designed to get people to come in and give me a shot and when we meet them then we I usually convert them to it. We have two options. We have an annual agreement if you're ready to commit and, like I said, in 30 days you can get out no questions asked. That's the law. Or I have a if you're not ready for a commitment. I have a short term membership. It's a little higher price is month to month. So we offer both. So I can, I can give you a look. We call it a loyalty agreement is our one year deal.
Speaker 2:I I really think like I don't mind people coming and giving us a try, but I I know with the athletes I've had that have no got podiums at. You know events, it, it. I need a commitment, like it's not magic what I do. You know I need to. It takes me a while to teach you how to train, like how I want you to train and how I think about it, and it takes me a while to figure out the. Do you respond to intensity or volume or do you respond mainly to variation, how quickly you recover, like there's your cardio recover quicker than your tissues. It takes me a while to figure that out and then we start mailing it. So month to month, just kind of okay. I don't get a lot of those because I explain how I think about it.
Speaker 2:Yeah, the model comes in. Trial membership is the offer. Come on in and give us a try. When you come in, I explain a different options. As soon as you show up, actually, you come in and buy a membership. So I don't, I don't change anything, but I'd say most people don't take the trial after they come in, but it is designed to get people in the door.
Speaker 2:You know, I've seen a lot of programs recently with some of our consulting group that these short term trial or short term challenges, where they take on a lot of people at once, seems to attract people who don't want to stay, and that big influx is hard for a lot of guys to handle. If I, if I do 15 new clients that were coming in on Monday, could you actually onboard these people? Most of us can't. So it's like it's exciting to hear that type of number, but it's more realistic to let me get one or two a week consistently right and you're onboard them properly. And then look at your retention. You've always got a whole right. You've got your marketing. Are you getting enough leads contacting you? Are you converting them and are you keeping them? Retention and at any anytime.
Speaker 2:If I know those three numbers, I know what we're training this month. Like Paul, you got a hundred people contacting. You, signed up 75, but you had 75 guys up for renewal and only two stayed. We don't need to worry. You've got a hole in your bucket. They need to work on it. Or I can flip it the other way and go man, you signed up 20 or 20 and you're keeping them all. We need a marketing plan Right, so there's always something in when it's all perfect. We just need more leads at the front Right, and it's never all perfect, by the way.
Speaker 1:Yeah, yeah, that's, that's for sure. Yeah, and what's the conversion right after trial at the minute?
Speaker 2:So we will close about 80% into an annual agreement on first visit and trial is almost like, of the 20% that don't sign up, some will do that, do a trial. It's hard because we don't actually. The trial is just a lower price one month. Yeah, I have a higher service one month that you can by law. You have to cancel in the 30 days. So it's hard to tell how many go in each one because I don't really divide it. They all come in off a trial, they're all coming out of, out of feral Right. But I like to think of is if you walk into the facility, you're here to join the gym and I have a bunch of options and I'll explain them all to you. Like, if you just want to try us out, this is a 30 day membership. If you want to try us out at a full service, this is our annual membership and you can get out after 30 days, a or B, so you get close to 100% when you have that. There's some of them.
Speaker 2:If your marketing is good, I'm not against giving the prices out over the phone or online. You've got to position the value first. But I don't want people coming in who genuinely this is out of the question financially. Like that's bad marketing, like if you've got to bring them in and that's it. Sometimes I've seen guys with their trials too low, like they run 75 or a 97 trial and their membership's three something. The jump is too high, yeah, and you're just. You're really like it's really hard to show the values that much higher than what you already asked for, so I'd rather get a. You might want to get a little higher place trial if that's happening, but I think it's a.
Speaker 2:The conversion's all about the value. The example I use is I've got an envelope full of money and it's stuff full of money and if you can offer 75% of what's in this envelope, I'll give it to you. And you can ask me one question. You're never going to ask let me check how much I can afford. You're going to ask how much is in the envelope, right? And then you'll figure it out, right. Like if I've got either a hundred grand here, you're like right, I'll give you 75 grand, and if you give me payment terms, it is 10 seconds from now, right? So it's never. It's always about is this value worth it, right? And that's the idea of. That's why people don't like giving it out, giving it price over the phone or on on on the website, because you can't communicate the value with that, right, that's always the hard part.
Speaker 2:But similarly, I'm aware of how much a Ferrari costs, right, I'm not going to test drive a Ferrari and be like, oh, I thought this was going to be a lot less. No, like you're, I want to be positioned as high end I want. I don't want people to come in. I was thinking I was going to be, you know, 20, $20 a month, Right, I don't. I don't want that because that's a positioning thing. I wanted to compete at the higher end, so yeah the message is all based on?
Speaker 2:can you communicate the value? It's not, it's never about the price. It takes a little effort for people to get that. But that envelope example, the envelope full of cash is a good example of like you're not wondering what you can afford, you're wondering what it's worth.
Speaker 1:Yeah, and from a retention standpoint, alan, what's your when all your big hands, kind of like, serve as community culture? Can you talk about that a little?
Speaker 2:bit. So, yeah, 75% year on year is your target. Nobody renews 100%. People are going to move away. Things are going to happen. We are hitting 75 to 80.
Speaker 2:I I will throw out for most gyms I consult with, anything less than 65 is a red flag for me, like if it's demographically indistinguishable person who's trained with you and lives down the street and has been paying you constantly for 52 weeks and then is like I'll be renewing this contract. Like, or a month, month to month can be a little skewed because it sounds better than it is, because you're 100%, but maybe not for a year. Right, they say at the end of a year's agreement do they? Do they want to stay with you? The answer should be most people should stay with you. So we're starting at 51 as a minimal effort, a minimal level. Less than 50 means most people don't want to stay with you. So apart with this is let's just be real with the data. We don't get emotional around it, we just get tactical how many people's contracts are up this month and how many stay with you next month? And just look at the number because we can give you an excuse for everybody that left. Or he wasn't serious, he got an injury. He's not coming, but it's just data 10 people whose contracts were up and you kept seven. Well done, right. It's hard to renew 100% for various reasons. So there's a zone where the time taken to get you from maybe 70 to 80 to 90, that amount of work required to tighten up your systems might not be worth it. But when you're down much lower than that, your problem is you've stopped rocking the mic and that's all we're seeing. I've seen this as a little pub near the gym it's an Irish pub actually, and they're very good, but I do notice that they're much more excited to meet new customers and they're not rude, but they stop taking for granted the existing and there's a lot of people that don't go there anymore. I'll tell them I don't go there anymore, right? So I think that that's a sign of you get too excited about the shiny new marketing plan and you forgot John, who's trained with you twice a week for a year and a half, right? Who's using a constant good guy, and he's there.
Speaker 2:I've got one one lady in our family our husband comes, our son-in-law comes, our daughter comes, our son comes and he's back from college. During the lockdown she never blinked, just kept paying. We were closed. And there were other people that everybody's got their own financial situations right in that own job, people who were closed down at four, about four, 15, they'd cancelled their payment. Right, like we were a member originally. We're only closed for two weeks, right, so that this lady, she literally gets whatever she wants at my place. That loyalty will always be rewarded. So it is easier to keep clients than it is to get them.
Speaker 2:So what you're looking at with retention is you're looking at as a measure of how well you fulfilled the promise you made in the beginning, right, and just look at the data of everybody who comes in to see you, at about 70% should sign up if you do a good job. Of everybody who signs up, about 70% should stay Right, so that's just. You're there, you're in the zone, you're less than that. We work on the whole, like if most, most people aren't staying with you renewing a contract, that aren't staying for a long time. I want to drive that lifetime client value up. I want people to stay, you know, three, four, five years with me and refer their friends and that. So that's my. My most important number is that, the lifetime client value. But that's. That's indicative of how long something stays with you. That's the magic. So all the everybody wants to talk about the sexy new onboard and the marketing plans they get that. The magic is in keeping people.
Speaker 2:I've got people who've been with me 20 years. I got an athlete we just got back from a world championships and she was with me six Right, and that's kind of on. I've got people less than that, but it's a, I think. When she like, if somebody joined a jujitsu place or a karate place like you should expect them to get their black belt, you should expect to do a good job and they stay with you, right, you shouldn't expect. I've seen guys that only one in a, only one in 500 get their black belt at my jujitsu place and you must be terrible. How are you this bad at producing? Stop pretending to be a club. You just have to construct that. If Oxford university said only one in a hundred get their degree here, it doesn't tell you that it's good. It tells you the instructors terrible. So I think retention tells me how good a coach is without even seeing how they train. Maybe they're not a great coach. Back until the people love them and that's an important thing.
Speaker 1:Yeah, and with the, with the like in terms of retention, like there's some strategies that you use. Say also, it would have been on the floor face to face. So let's say some external things that you deal with. A gym, what are you as big on?
Speaker 2:Big part is building that culture that we're a team right, so we'll even with with my, my guys that I train, they're going to work with other coaches too. We're going to rotate the team so they meet a lot of people. And your, your biggest thing is the touch points outside of the appointments, right, so we? I'm not a fan of texting clients from your personal number. I mean, if you're a sole operator, that's fine, Right, but when you've got a team, I like it to come through the business so I can see all the text. We use a software called normally for meeting group. We can individual text, we can group text, and we have a rule that you have got to touch every client at least once outside of the training each month. So you can send them a card, an email, phone call or text message, but you've got to get through your roster. So the it's just like the. We can't be like only interested when they show up at the gym and are paying us. I've got to be interested. You know, in between the sessions and this start this very strongly in the beginning we create this culture where, let's say you, you come in and meet me, paul, and you decide to join as you're leaving the facility and heading back to the car park, I'm sending an email thank you for coming in, thank you for joining. A card goes in the mail. Thank you for joining. When your program's ready, I'll send you a text saying your program's ready. Let's get going. The day before your first session I will call you to remind you, right? So if you're looking now about an email, a card, your program's ready. I'm reminding you. I've done four touch points before you've even been in for your first session, because your first session is five. Call you after your session and see how you're feeling in six, right? So I've got six touch points after one training session I look to get I like to get guys to train nine times in the first 30 days and I look to get another nine touch points out of that. So it can just be like two week check-in, 30 day gift. Thank you, your anniversary's now I'll look at birthdays, half birthdays, anniversary of the gym, anything like that.
Speaker 2:And then the honest part is I'm going to call five clients today. I've got to come up with a reason to call them. That's the hardest part, right? I'm like, if I call the guy who is who runs the Irish public say I'll come here. I was just doing a podcast with a guy I met in the island. There's my reason for the reach out Right Like. My joke is it's like the guy going up to the girl at the bar and like, hey, do you come here often? Yeah, I'm like, but he just needs to get a conversation going. And that's how I think about former clients and clients that your job is to reach out.
Speaker 2:Then you need to do either I'm going to use the term challenges at events so we do internal external challenges, front end or back end internal challenges. You look at the people in your gym, so we might do like a body comp challenge in the gym or we might be doing a like an obstacle course race in the gym where we train for something we train for a specific day and then we'll add maybe an extra class about that or an accountability meeting about that. Our external challenges is we get people from from outside. That's more of a marketing thing. So you've got to have something coming up for all your people every 90 days. So we've got a race coming up, a local obstacle course race in December. Not all our members do it, but all of them know about it and they'll be supporting each other.
Speaker 2:Right, so you want to make it. Whatever the name of your business is, you should have a shirt with that logo that everybody gets when they join. You should have some merch for sale and you should start having a logo that looks like a football shirt with maybe a badge and the logo on the back of their team results fitness. So you build that culture. Because this is easy to get ready. It's easy to stop training with Paul Turner. It's hard for me to stop showing up with my five best pals that I meet four days a week, right, so you have people that know at the gym, right, so you don't just you don't just leave the gym and you leave the coach and you leave your friends. Right, like I've got. You know. That fence is really community recognition, trust and care, and really the four fences If somebody leaves, but don't just sit here Usually one of these fences is down and it communities. A big one is that they cut.
Speaker 2:A lot of people come for the External result in the beginning, that the muscle gain, the fat loss, that you know that they look better, that the perform better in sports, but they stay for, for the community may stay for the changes it's. It's made them. And Someday one of the guys in the UK just did a post and he said the I've been training this guy and he's in. He's training for five years and he's Just turned 90 and I'll be honest, he hasn't gotten really any stronger or lost any body fat or anything. And I was like well one, he probably was backsliding hard and you stopped it. So well done, right, because an anti rotation core exercise is just rotating hard the other direction and the forces equal out. Do you've trained this guy well enough that he hasn't backslid, right? That's, that's number one. But the reality is he probably isn't coming for that. He's coming for something else. He's coming for the community and the energy, right. So I think it's a we get. It's important to deliver the product that we promised, but I think that what would promise starts to change it over the years.
Speaker 2:If you've got a you know, a female client who's married with kids and looks good and is in shape and she might not be training with you to maintain, right, she might not stay, but you might pick out a 5k race for her because now she's an athlete or you might be. This is just what she does. This is her third place. She's home work and one more place and it's for you, right, and it's. That's the, the magic that there's. We've been open, results, fitness. We're coming up for 24 years next year. There's not a lot of conversations that can have with people who understand how long that is Right. Most, most gyms are not open that long, but I'll tell you it's and and don't get me wrong we're good at training and we're good at getting people in shape.
Speaker 2:It's the, the commuter stand for the community and the culture and it's it's your job to create it. Like if you have a PR in the gym or anything you go and rent. There's a bell in the gym, a literal bell. You go ring it and that's the PR bell. And when you hear it ring, everybody in the gym cheers Right and it's. If you're like, I don't want to ring the bell, it's not about you, you gotta go ring the bell Right, it's for everybody else and that just builds this culture. Like that we're all a team and we're all cheering like for each other.
Speaker 2:The example I give is you know, if you're a, you score a try and rugby, the whole team, it explodes and is happy. It's not just you, you're the only guy who did it, the whole team's happy. So that's, if there's a secret sauce and I teach this when people come out to our like live events and mentorship I teach it and I can tell you, the young coaches kind of glaze over. They want to get into the program and then yeah, and they all, they all come back and go. That was the good stuff. Yeah, that was the stuff that you know I created, that created. The difference for us is this moving it from you came to get a result and now they're staying because of the people.
Speaker 1:It takes a word for young cultures to realize that the clients don't give up on their own If I young coaches to realize that the clients don't give a shit about sets and reps.
Speaker 2:Yeah, I know it's always I've had, you know, like Young coaches or like they'll say, like I'm not, like I don't feel like I'm in good enough shape to you know they really be marketing hard. I'm like what made you think it's in it? And they were you and now it's they don't. They're here to honestly you, like I said, I don't want to pretend you can just do garbage training and I'll be okay with it. I won't. But you get these people sweating and smiling and you've cracked it.
Speaker 1:Yeah.
Speaker 2:I Was always like fist bump them on the way out. Thanks for coming in good work today. And, just like they could, they made a choice to come in and I I don't believe I'm competing with other gyms. I'm competing with, with the cinema, netflix, the pub, because they've only got so much leisure time and they chose to give it to me, right, and I don't take that for granted. So it's way that community is the magic, like, just you know, like, yeah, like I said, the young coaches are tuned out by now.
Speaker 1:So yeah, now, even with the, with the whole, with Chloe, and making friends within the gym. When you actually see that happen, it's, it's, it's, it's fairly rewarding as a coach and as a business when Chloe comes in, doesn't know anybody, and then she's going for you know.
Speaker 2:You don't realize, like the great friends, and then you're like wait, did you guys know each other before?
Speaker 1:here. I've said that loudest ones in the gym. I'm like deals. Now each other like no, we met here last week. I'm like all right.
Speaker 2:It's, it's cool, that's the magic I mean it's. I don't want to say that's easy, it takes time to build and you, but you've got to work it. And the challenge. I think, uh, you, there's a culture in your gym anyway, but if you're not growing it, it's grown itself and it might not be the one you want. Okay, you can, you can plant flowers or you can plant weeds, like, but they're, they're gonna grow if you don't decide what to plant.
Speaker 1:Yeah, do you have to be a really fit? The only declines.
Speaker 2:Yeah, I think that's that part of it is. Uh, it's okay to get to not on board a client who might not fit. It's okay to get to the client that doesn't fit right and it's it's. I mean, it's hard when you're just a young trainer where you I'm like who's your ideal client? Like they have money, end of list, right, like. But eventually you get to be a little more, more choosy. But it's, it's not about me, it's about the culture and we'll. We've thrown a few people out over the years and it's usually about that. Like, hey, we try very hard to keep a positive, cut community here in a positive culture and you're just negative and I don't think this is a good place. Yeah, if this is what you're looking for. So I think it's time you move on. And usually half them turn around real quick. No, sorry, sorry, don't get rid of me.
Speaker 2:And it's important to me, that um, I, my core values are not just mine, it's everybody around me. You have to bring your best and, uh, I joke around a lot if, if that's, um, like, some guys are very serious, if that's important to them, I'm not a good fit for you because I'm going to be joking around all the time, but it doesn't mean I don't take it seriously. I just don't get serious Like we're gonna have a good time with it. I have to be the high point of your day Now. You have to be the best part of my members day every day. Otherwise I'm like what am I doing this for? You know?
Speaker 1:I'm with the facility. Have you ever talked about opening a second one?
Speaker 2:I think it's an opportunity cost thing. I think before I ever started doing the, I got a third of the list now is I got a you know four. I got diagnosed with stage four cancer and it was six a relapse and I was kind of out of the gym getting a transplant actually. So I really worked on systems at that point. I think a second location is it will do divide your strengths and double your weaknesses, so it was.
Speaker 2:It was never something I was really interested in and I don't think the world needs more gyms, it needs better people in them. So I went to the sort of developing the young coach and supporting it. That the way I Like back in the day when you went to Scotland and you went to Alpab, right, like it was locally owned, right, and it's the, it's called something on the outside like the Scotsman or something right Now when you go and you go in it's kind of the same, it's a witherspoon's inside or a green king or something like, and they're running a system. And then I think that's kind of what I've done is I hand everything that we do at results fitness to the guys in my coaching group and my business coaching group and they can run the operation exactly how I would run it, but it's their name on the door, so I think it's um, I just I know a lot of guys do that that they open multiple locations.
Speaker 2:It just was never one of my own like a lifestyle design goals and I think that the opportunities came with the writing and presenting the. When you say yes to something, you said no to something else anyway, right. So so saying yes to open another gym means I probably couldn't have done as many of the books, probably in the coaching group. You know something's got to give, you can't do it. Yeah, do you think that way? A second was early.
Speaker 1:Do you think that way? A second facility, say, when something is built like the book, like everything we do is based off what we've learned from here really over the years? I was watching our dvds they're metabolic acceleration stuff and the whole lap back in the day and, yeah, all skill and uh, we me and my brother run the the business and we always feel that the second facility, just trying to replicate the culture, would be probably the biggest challenge.
Speaker 2:Yeah, I think if I was to do it, I would do something completely different. That was still in fitness. It may be open, like that, like I like one of these 24 hour gyms, like I, like I could see that, like, um, I've seen with the obstacle course racing and the ninja warrior stuff, that's something maybe, like that Like. But then when you start getting into that, just thinking like entrepreneurial, like, like maybe I'll do a recovery center or nutrition, like our health food place or something you know I just the idea of the second, look like I've been fortunate enough that I was able to expand in my current place and I never had to move, so I would maybe feel differently. Um, was that never a possibility that I need to go a bigger place? And I know one of my friends had I need to go to a bigger place but couldn't get out of his lease, so ran both kind of part time and ended up running both pretty good, right, but I think, uh, at this point I'm not interested in starting over again either. So, and it is that. But I think it's um, I think it's just like when I talk to, to like coaches and you know I entrepreneurial spirits, like what, what is the? What do you want to do? And is that vehicle multiple locations? Or is that vehicle that Maybe you have an online presence or you know you, you do something else and that there can be multiple income streams without being being more?
Speaker 2:But essentially I would use the phrase opportunity cost in order to do a second location. I I would have to have not done other things and I you gotta weigh that up right, like so it I would. We get approached a few times about opening another location. I'm just kind of like why don't you open a location and then join me In my, my coaching group and I'll teach you what I would do? That way, my name's not on the lease. I'm not having to deal with that. I'm not having to change this, it is. It's not. It's just something that me and mage never really were. We thought about like a. I just always felt we needed better coaches and gyms, not more gyms.
Speaker 1:Yeah, we do?
Speaker 2:we're gyms and good people, more good people in them.
Speaker 1:Yeah, how many coaches have you got there at the minute?
Speaker 2:Uh, we're getting trouble if I mess one, sorry Five.
Speaker 1:Five. What do you think is there? What's the like from a culture perspective, as in like culture in a session, how many, how many hours do you think is is?
Speaker 2:So it depends on well, I like I know your question, how many others would it be?
Speaker 1:Yeah, like before, like you fail. The quality of this like why are you comfortable with your culture is actually couch on a weekly basis.
Speaker 2:I think 50 clients is full time, but that would not work if you're running a one on one model, because that'd be 100 hours a week. So on 50 clients we're running, we are on up to six at a time, right? So even if we, if they all trained three times I'll just do quick math here that's 150 sessions a week. If I could get five in a session, that's about the 30 hours a week. I think 25 to 30 coaching is a sweet spot. We use an app called a bridge athletic with all our programs on it and that's what we call assistant coach. It's very easy for a coach to turn into an exercise kiosk where a client's like what is chat bar deadlift again, right, because they don't know what it is. Well, now we have it on an app with a video of it, so they know what it is. And what that did is free me up to coach more people because they're not waiting for me to tell them what to do. Then I can coach the exercise and push. So I about, depending on your model, 40 to 50 members as a full time staff member, and that's usually going to be 25 to 30 hours of coaching a week. I think you've got about 45 good hours in you a week, but not for coaching. But you still got a program. You still got to reach out to other clients, but an intensive coaching of five-ish hours a day, I think, is your upper limit. There's somebody going to do to be on listening to this and go at and do more than that. I'm like 23 years in. Can you Like it's all right now when you're you can do it for a little while and I've had my guys do it. Somebody's out sick, they cover it and they push. But that, are you really? On Friday at 7pm, are you really as good as you were on Monday morning? Can you really honestly say there's no difference in those sessions? Are you really, when somebody cancels that last session on a Friday, are you really sad? Or are you a wee bit excited? Right, some guys are up. Be honest, you look out here. Are you really? That's a sign you know you're slipping. So let's not slip, let's have a.
Speaker 2:I keep my schedule very sparse for appointments and even for coaching calls and stuff that I do because it's you deserve my best. Like it's a Kobe Bryant, like he played just as hard. You know there could be a kid in the audience watching for the first and last time, and he was in the last, and so I think that. So I think around if you're doing one-on-one and people are training twice a week, you probably maybe got 30 hours. You can maybe handle 15 clients. So the nice thing with the semi-private or small group models, you can have more clients in the same time.
Speaker 2:We if I moved you from three clients, then we brought in an app and got you to four. I just freed up 33% of your schedule. I can cut some hours then and make it more dense. It's not much harder to do four than three. It is hard to stay an extra four hours right. So that's how I work it. So there is a sweet spot there.
Speaker 2:That said the coach itself.
Speaker 2:If you're honest, you're like a 20 hours man, I start to go downhill, then that's it. There's nothing wrong with that. That's been a great business person realizing that the quality suffers. There's a barbecue place in Texas, in Austin, in Franklin's, and they get a certain amount of meat every day. That's high quality and when it's sold out, it's sold out. They will not compromise on the quality of the product just to get more people, and I always think of that, like that model like how many hours can you be great, let's do that minus a half hour, so we're always great. But I are numbered for a full-time coaches. About fit, if you have a hundred members, you probably need two coaches. 150, you need three, like that's the kind of idea. Now, if you've got part-time coaches, that divides in half, right, that would be a full-time coach. But that's the basic idea of where I feel like not every coach can train a lot of people, not every coach can train a lot of hours, but what we have to do is make sure that the client is taken care of.
Speaker 1:Yeah, now I would say my lad's done.
Speaker 2:Coach more than toward you, I was just curious to say, and it's also how your system runs in right, because if you've got it like if they all come in a row, you can actually do more. But something I remember doing Christmas Eve one day in New York, and New York had a big Jewish community, so it wasn't everybody, it wasn't the holidays for everybody, right. But I remember starting at five in the morning and going right through with one break till nine at night and I was garbage at eight o'clock. You know what? It is right You're not starting at five, but if you could do like five in a four in the morning, nice little break, maybe train yourself, get some lunch and another four Like you could be strong.
Speaker 2:Other our guys we actually only work our guys on five to six hour shifts, so even straight through they could only do so many. So we divide it by because of the other stuff that we do with programming and reach out somewhere between 25 to 35 coaching hours is the limit and I don't like them working even more than really 40-ish total.
Speaker 1:We do four hours in the morning, four hours in the evening, but they have the next day off so we run that.
Speaker 2:So we love to yeah yeah, there was a gym I worked in in New York. They ran four 10 hour days. I said they did it and I had a girl that worked for me for a while and she was just, she was a triathlete and she worked three 12 hour days but broke it up and was very good about it. But she was just like she worked 36 training sessions a week, really over three days, because the amount of training she did she had four days off a week but she'd come in and crank three to four people break three to four people break three to four sessions and it's in your. Anything you can do within your operations, like adding that app that we had, can really make it easier for the session, anything you can do to make it easier for your coaches in that session. But that's not a bad model either.
Speaker 1:Like a little break in your own model anyway. Yeah, we do, even when the Mars it's not four hours in a row. We actually we were going six, seven, eight, nine and 10. And I actually ended up factoring in it a half an hour break from nine to half nine. So you go half nine, half 10 and then they're off, because I found that even myself when I was coaching the four hours in a row. Yeah, you're starting to come on that last session, you can feel yourself. Yeah, we do it.
Speaker 2:We're closed now after reopening, after lockdown, we decided to close 12,. Right now it's 12th to three, so we're finishing them on. We're kind of quiet around lunch, so it was an easy fix, and we open again at three till the evening. So our longest shift is, I think they do, six hours as they run it. So it's about it's monitoring the quality, though Like I can throw out numbers all day, it's I'll know when the quality drops.
Speaker 1:Yeah.
Speaker 2:And that's the thing I can't have. Like, if you can give me seven good hours, I'm going to take it, but if you only give me four, like I will. I mean, I want you to be better, but I'm not going to compromise the client session.
Speaker 1:And where do you say a gallon, the industry? What's on the horizon for it? Do you think?
Speaker 2:I think you'll see more of like a concierge model or matriod model where, with the technology that we have, like you'll, if you go to a steakhouse like a high-end steakhouse and you go in and you get met and you get seated and then you get, you give you the menu and you place your order and then they leave you and they bring your food out. But if you put your head up, somebody comes over and helps you all the time you raise your hand and nature these over helping you out. But I've used the term lifeguard model, but lifeguard is like something's gone wrong. But maybe in my area maybe eight to 10 guys come in. They all know the program, they've all got the app and I'm here for what you need and I'm just kind of walking around checking in on people like you need it. I think that's the future is that it will go more to that model where you might need a little more attention and you might not, but it'll be more like a kind of like the old way of walking the floor at a big gym but with a higher-end service. I think that the idea that if I'm not in on Monday as a coach, that you don't train, is the biggest flaw that we ever created in the business. You move to another time and most important things should be you and your schedule and your training. And from that, paul I'm not gonna be in Monday, but Steve's here. It's the same program, same equipment, same time and he'll ask me questions you got. So I think it'll move to that.
Speaker 2:And then I think the the hybrid model which is we describe it, and Tiana, who's one of my clients and she trains currently five Sessions a week that to her strength, and three are a sprint interval training. So she does it or a half mile repeats on a Tuesday and she just sends me the heart rate graph in the times. I'm not there. It's like online training, right, but she's in town, I'm just not at the track with her and then she'll do a hill session on on the Friday, saturday. She'll send the split times in the heart rate graph. So it becomes a hybrid model. I work with her five days a week, but I only see her in person twice.
Speaker 2:I think that spanned a lot of models that you could and there's gonna run a, you're gonna run a capacity at your place Right where I can only fit so many people in, but that person could do a Condition session at home or a mobility session. So I think the the matriod model in internally and where you're really supervising more people when they need your help, and in the remote Hybrid option where you're sometimes in the gym sometimes or not, and maybe it's a you got a small group with me. We do a large group conditioning. You do one on your own. It's completely three different models. I think it'll be good.
Speaker 2:And the other thing I'm seeing is a I'm Higher priced short term programs. It it's a. I don't like that but I see it coming. I see you coming like 90 day Memberships at you know a higher price point where they get a few more sessions, and maybe it's, you know, start of the year is fat burning, middle years muscle building, your very focused blocks of these like A customized short term memberships and seeing that. I've seen that in other other things.
Speaker 1:I saying I think fish out, there's something like that. Snacks doesn't need to where he gets it.
Speaker 2:We've done that before. It's a program is. That's like a eight week, almost a trial, but it's intense. If you do one, drop two sizes. I think you'll see More of that type of offering. And we've done it as an internal upgrade, we've done as an external marketing to bring people in. And and then I think there's a part as we touched on July 1, every year we do the hundred workout challenge where you do a hundred workouts in my gym. You got a prize focused entirely on you just showing up, working on the process, like not dropping 10 pounds, not gaining 20 pounds on your bench. You show up, check in, do the work. Now, the results come when you do that. Yeah, but the, the idea being, is that the process of you're just gonna punch the clock and get me the hundred workouts, that's the, that's the key. And then October 1, we launched the 50 workout challenge, right, and one of my guys now my consultant guys is he's doing a short-term challenge that November 15th, 24 before 24, 24 workouts in the last part of the year for 24. So we score these on just attendance, right.
Speaker 2:I think a bigger focus on, I think, mental health in particular, is come in, punch the clock, do the workout? Yeah, if nothing, if you add no weight to the bar, I'd do no more reps and do not improve at all Everything. Your lifestyle gets better because of this process. Yeah, I think the focus is much on that. There's so much studies on exercise help with mental health and if you dig deep in the studies, like the geek I am, these people don't actually get in shape. Like they just do the workouts they do, they do a bad program Regularly and feel much better mentally. They didn't even get in shape because they could didn't link Right. So then you then you start like that with that young coach the client does not care about the sets and reps and some of them don't even care if it works.
Speaker 1:Right so.
Speaker 2:I think that the future is gonna be hopefully we're respected a bit more.
Speaker 1:Yeah.
Speaker 2:I've done this longer than people. I spent longer in college and studying then. I mean I could have been a doctor and a lawyer by this point so long. And I think that we, we don't. We don't get as a profession and partly it's it's our own fault we don't get respected too much. And I think we can really we can do. We can do a better job ourselves.
Speaker 1:You know, you can see you can't see a shift, though I think, even more so post-couple of the people just coming to try it and and we, we would generally market ourselves as those general health and fitness anyway, we fairly rarely market fat loss. We obviously have the option there, like, like yourselves, to drop a drop of gene. So it's a challenge, it's like that. But yeah, I think I've definitely seen a shift in people's mentality. Post-couple was more of more focus on health and not aesthetics.
Speaker 2:Yeah, we come when we do these obstacle course races, we really have two teams and team Compete who want to do well and team complete. We just want to get to the finish line. Yeah, I just want to do something. Cool, right, and I think that's the idea. Is that I mean, I have this Thing that if you come to me with a problem and I can come up with a solution from my, my skill sets, then I can help you. And it could be you need to get more mobile. It could be you need more cardio, you need to lose body fighting to get stronger, you need to be have some. So I just know what I can do.
Speaker 2:It's like a very like you go to the doctor and he's doesn't just sit there like I do the cold. Anybody's got the cold, he hurts because I don't. I don't do that. You go see somebody else. I think there's a little well like a. We're a. We're a crossfit gym where a fat loss facility, we're a bodybuilding place and we're like and we just I have the, I have a skill set that I might be able to help you with, and so I think it's a. It'll improve more and more and I think I'm it's a. I see it sounds weird that I see it becoming Maybe not as many members as we used to think would come in, but definitely higher quality member, maybe a higher price member.
Speaker 1:I'm saying that I definitely haven't got as many toilets on the moon, but the toilets that are coming in. Yeah, that's that. Definitely, absolutely yeah, and not gonna keep you too much longer on. It has another busy man. Busy man. Let's just finish off, or maybe, maybe, touch on some of the books. Let's, if you, if you're an up and coming China, which book of your own would you recommend?
Speaker 2:There's. Well, if you go to my Instagram page as a Free book list you can get. And then there's a free book 55 fitness business tips for success. They're free. So first of all those, and then I think, in everything that we do is that the book right behind me here there's the program design book and that shows you how I map out the journey for people, and I suspect if you're a young coach, eventually you'll be able to write a program as as good as me, no question.
Speaker 2:I just know it took me a long time to get to here and you can catch up right now by just getting that book and then start from where I already am. Like I think you come to the same conclusion. It is we don't do body parts blitz, we do full body, we do. We always have a power component to it, we always have direct core training, and so that gives you an idea of my thought process and over the years and how it's come to this. So now you got a couple years in the field. You could just like that that.
Speaker 2:I don't know how long that book to took to write, but I know how long it took to get all the information in. It is being a few kids of information and you can do that in a week and you know, learn. So that's the one of mine I would get, and many as a book by Simon sign it called start with why. That I recommend everybody. Everybody leads and that really starts you.
Speaker 2:People don't buy what you do or how you do it. They buy why you do it and and once you can articulate why, right like I feel like, as I touched on the beginning, at the heart of every government or every large business, or every small business in fact, and every family, they're just people and if I can impact a person With the skills I have and make everything in their life a little bit better, right through, maybe, strength training, cardio training, nutrition and social support, I can impact that person. And I can impact that family and that small business and that large business and that government and I think I can change the world if I just get enough people that I can help. And that's my why and I call it results fitness and we'd love to have you all on board. So it starts with like I didn't talk once about how many sets and retro do.
Speaker 1:Remember it just came into me, had the one of the four books I got. It was actually all your systems. It was a blue book. Do you remember it?
Speaker 2:That was programming one.
Speaker 1:Yeah, the big blue one. Yeah, remember, that is popping into my head. Jeez, that was a long. Was that one of the force ones that you've done? It was more like a bit. Yeah, the, the point was like a point. Yeah, yeah, yeah.
Speaker 2:Yeah, the reason for that is and we use that company with a print on demand and so that that book is. Is this, this hand? That book there came out August 21. I think 22. I don't know when we submitted it and I can't change that until it gets a reprint. Right, that's the downside of a real book like the stuff and maybe I would tweak that. Maybe I tweak that like the first euros are lifting book or stuff and they're like I don't really do that anymore, but at the time it was, it was my best stuff, so we had that bound over. I could change sections of it, like so I could just pull out a section in it and it would be, we could reprint it, and so that was the.
Speaker 2:The idea is that the and it kind of changed over over time is because you could just PDFs became good and you get good video online. You didn't need a hardcore manual, but the original idea was Abula. Hey, paul, we've changed chapter nine. You can get the upgrade for $2. Right, and you just, I just said chapter nine, so that was the idea. That is the binder, and also I think there's when you give somebody something like that, they work in it and they'll write notes and post it notes and stickers, and that's what I always thought it should be. You got a book, you keep it looking pretty Pretty. You know it's supposed to be worked, it's supposed to work it right, and that's kind of my, my thought process or that, but that has got to be made. That is maybe 2010, 2010. Jesus Could be, could be Long time, yeah, could be later than that, but it's that's around about that time, yeah, so I tend to first.
Speaker 2:My first thing, I think, was I wrote a fat loss training manual of the PDF in I've got a better one out. Collectors, that's what it is.
Speaker 1:They get on.
Speaker 2:Porto, Faroqs and in the industry make billions.
Speaker 1:I think the better piece of advice is what one book of mine would I recommend is you.
Speaker 2:If you think there's one book you're going to miss it completely. Look behind me. This is my office at home. I've got a kid in Scotland whose granny ran a jam business that I'm reading about a little business idea there. I've got Mark Fisher's book there. This is on my list of books to read. You're going to miss it completely. The cool thing now is my website results fitness inner circlecom. If you hate reading, I've got videos there where you can just watch. It used to be that all the information was in books and journals. Now there's good video.
Speaker 2:The challenge a young coach has now is when I was in college, finding information was hard. I didn't go to the library and look up in the database to try to find if there was good information. Now a young coach has got to filter it out. There's so much out there that your skill sets completely different. If you add in my dissertation my bachelor's degree on creatine, that was in 1995, 1994. There was maybe 25 studies on creatine at that time. Now if you put creatine monohydrate in a Google, there will be a million hits. It's impossible for you to know what to read. That's a hard challenge for a young coach. I'll teach my staff. I'm like here are the few people that you can listen to. If they tell you about somebody else, you can expand that. We're going to start with these core guys. We're going to study what they do. When they mention somebody else, we can study them. Our job is to filter this down. I'm sure we miss some good people, but our job is to filter this down and get on a path For a young coach read.
Speaker 2:Try to read a book a month. I call it a five. If you want to learn something, it's a five, three, one model, not Jimmy Wendler's program. Get the five number one books on Amazon in that area. Find three audio or video home study courses and then try to find one live event that you can go to. If you do that every 90 days, you're going to be great. You're going to be great.
Speaker 2:The cool part now is you can literally find good content on YouTube. The challenge is there's a lot of garbage too. I think if you learn best from audio. Audio books are great and there's some fantastic podcasts. I'm sure you're aware, rachel. She was training for something. She switched from listening to music on her long bike rides to listening to books and podcasts. I never even thought about that. We're going for a run and listening to some education, not just music. That was a change for me when she was training for an Ironman. You can read, you can listen and you can watch. Whatever one you learn the best at is the way to learn. If you learn like your career depends on it, because maybe it does. The best advice I can give a young direction myself is I would have read more and learned more.
Speaker 1:Was that possible? To read more? I read serious books. I'm the same. One of my favourites there's Switch in the background Stand and Chip Heap.
Speaker 2:I've got quite a few back here. I throw a lot out too. These are the ones I'm going to reread again. My training books are somewhere else.
Speaker 1:I read a lot myself. I heard you on the podcast before. I was talking about rereading books. One of my goals this year was to read one new book and reread another after I read. It was a game changer.
Speaker 2:You read a book and you're like is this a new version? Yeah, I don't know who it was. Mike Boyle, a first-herb, said it. He was quoting somebody else and he said you can't read a book twice Because you're a different person. The second time you read it You'll get something else out of it. That's a good rule. There is this thing and I'm maybe guilty of propagating it to try to read more books. Your goal is not to finish the book, your goal is to get information out of the book. That's the idea. Let me get to my next book. Let's apply something from that book. A good rule is and that's why these books are stacked up here is because I have to reread something else before I'm allowed to crack open a new one. It's a personal budget concern because I will have them stacked. It's a personal rule. When somebody I respect tells me about a book, I just order it right there.
Speaker 2:I've always had people say again I'm saying this young folks, they're all dumb. If you listen to this, you're not who I'm talking about, guys, because you're taking time out to listen to education. But it'll always say something like is that course worth it? Is that book worth it? I'm like all right, that book's 20 euros, 20 dollars. If you got 22 euros of information from that book, you just got a 10% return on your investment and you'd have to be really, really dumb to not be able to get.
Speaker 2:Because to get a book published is hard. That person has something that you don't know and maybe the piece of information is I don't like this book. You already go better because of it. I'll say a thing at one of my seminars Once I get the mind chefs going, I'm like how much did it cost you to come out here? And they'll all give me an answer or a flight with a grand accommodation and the course was this and it didn't cost you anything. It's an investment. You're going to make us back and going to make your money back, I promise you. And once you start thinking like that is and there's a mindset thing like I don't know if I can afford this course that just teaches you to be negative. If you just change your thinking, how can I afford this course? Like nothing has changed, only your brain's thinking differently. And once you get the brain thinking differently, everything's got to change for you.
Speaker 1:Have you got anything coming up in your thoughts in the future?
Speaker 2:We've got our. We're taking on some coaching clients coming up. When does this go out?
Speaker 1:Maybe next week after.
Speaker 2:All right, so this will be it we're going to. We take on our coaching clients for our business stuff twice a year. We've got an online a course coming up in person and next week I've got my coaching group coming out in November for a few days and then, where most of our stuff will be probably started, we'll keep pushing the 50 workout challenge through the end of the year 100, 100 workout and 50 workout challenge for the gym and then we'll look at our marketing for 2024 will be. If you do a year's commitment, you'll get December for free and that'll be the market. And then the probably the live events are slowly picking back up. Everybody wants to do, everybody wants online and it's just there's there's magic.
Speaker 2:Being in the room, conversation we're going to breaks is different. It's hard to explain that. You just it's just not the same as much as you can learn on video. You need to get to a live event once or twice a year and then it's going to be back up for me probably February, and I try to do. I'll have my coaching group come out three times a year. I try to do three on-board things out here and then I'm on the road usually another six times a year, so that that'll start up February. So the next things are, are, are. If anybody's listening is interested in getting in our coaching group, I'll just slide into my DMs, as the kids say, and I'll get the information you need.
Speaker 1:Keep it clean, though, when you slide into those DMs. Yeah, clean, yeah, especially the guys. Yeah, we actually, we actually.
Speaker 2:I plan the year out and there's two businesses so we still plan everything out in 90 day chunks. So that's kind of kind of how we do it. I'll be honest that beyond the next 90 days I'm something unaware of what's coming up, so we're just focused on the next 90.
Speaker 1:We were with the OFBA for a long time in Jay's coaching group.
Speaker 2:They see me out here a few times. Man it was. It's funny is? I remember when I met him it was called John Claude and he was a redheaded guy with glasses and I remember saying to someday I was, that's a tough guy. I was, I'll be honest man, a redheaded guy with glasses with a French name in London, and they're like, he doesn't have glasses, he's no French and he's no redheaded. And then I met him and I made a joke. He goes all right, you got a buzz cut, lay six and you change the name to JC. I was just branding for you.
Speaker 2:These are mad bastards I like I like I've got a lot of time for all those guys at the formerly known as the IFBA. Yeah, we've seen it. I think it was carbon.
Speaker 1:I think it was carbon tree. When you came out and spoke the last time, just before I called it Remember yourself, Fisher, it was a big group.
Speaker 2:Yeah, we, we went. I went twice. I went. Once I was one year, I went and then I think it was a yeah me one year. It was me, frank fish, dan John, the next year it was me, I can't remember, definitely Fisher Pete. Pete DeCleve is there Both times. We're there one time after England had opened up again, but we still had to have, we had to have vaccination cards to get on the plane and we had to do a test when we were out there to get back. So I've been twice. I like that we that we spot in carbon tree.
Speaker 1:Yeah.
Speaker 2:Good, good, it's a good, it was a good scene.
Speaker 1:I was going to. It was on campus, wasn't it? Yeah, I think it was on my private, yeah.
Speaker 2:Warrington University or something like that.
Speaker 1:Yeah, it was.
Speaker 2:Warrington University. I'll tell you, like I've said this to a few people, that I understand the what happened and you know how JC was. You know everything was acquired. It's open for the taking. Uk is open for the taking Whenever somebody wants to take it, you can run that same type of event again.
Speaker 1:Yeah, yeah, and so I'm actually thinking about the Omen in Ireland. So definitely be told you.
Speaker 2:I told that guy in Scotland I was, you can do one. I was, especially when it went you're not competing, cause we're all kind of like me myself. I'm kind of like a very like JC was in our coaching group and so when he invited me I'm kind of like loyal, that like I'm not going to compete Unless he says it's okay, like I won't go to something else. But when he was still going, so I said and I got to jump on it. Right, everybody's a free agent at this point.
Speaker 1:Jump on it yeah yeah, yeah, there's nothing happening, there's actually nothing happening Like that now the minute over here, you know not for long time.
Speaker 2:Yeah, it's a live. Events are hard to fill. It's a hard course, bit man. I'll tell you this. Just the seminars are great. The chances to talk to the speakers between seminars is when they're off the air, uncensored. You know, like having them is even better, and in Toronto they're like attendees is magical. You could go and not attend a lecture and you'll come back better. Yeah, it's totally different.
Speaker 1:No go live events kids, especially once the Alan speaking.
Speaker 2:I don't, I don't remember going to that one and guys are like oh, when you come into London, I'm like let me explain. I'm flying 5000 miles from LA, landing in London and then going 100 miles up to Coventry. You just do that last bit.
Speaker 1:Oh, stop. Well, I'm not going to cave you much longer. I really appreciate you coming on. Cheers lad, thank you very much. Thanks for having me. No, brother, no.