Carl Allen introduces a weekly deal review from his Deal Maker Protege Program, where anonymized business deals are analyzed for students. This session reviews a business in the automotive accessories market, highlighting its structure, financials, and deal potential. The reviews aim to provide insights into seller psychology, valuation, deal structuring, and growth strategies while helping participants recognize patterns in successful business acquisitions.

The business under review manufactures pulleys and brackets for performance-focused automotive enthusiasts and professional racing teams. Established in 1979, it operates in the US Northeast, with stable revenue around $8 million and EBITDA of $1 million. The sellers, two cousins nearing retirement, are asking $5.7 million for the business, with optional property valued at $9.4 million. While the company has international sales and a strong market reputation, 65% of its revenue is concentrated among 12 customers.

Several concerns arise during the review. The business has inconsistent financial statements, questionable add-backs, and low average employee pay. Additionally, inventory turnover is slow, raising concerns about unsellable stock. Despite stable revenues and potential growth opportunities, the lack of clear financial transparency poses significant risks to prospective buyers.

Carl and the team recommend thorough financial due diligence, including tax return reviews, inventory assessments, and a two-offer strategy. This could involve a lower, SBA-financed offer or a higher valuation with contingent payments such as earn-outs or seller financing. While some see promise in the business’s market position, many remain cautious due to the financial irregularities.

Carl concludes by encouraging viewers to learn from such reviews to better understand deal structures, seller motivations, and growth opportunities. He emphasizes the importance of identifying red flags and leveraging seller psychology to make informed decisions. These sessions are designed to help aspiring dealmakers navigate complex acquisition scenarios with greater confidence.

Full Transcript:

Hi. It’s Carl Allen. In this playlist, I’m gonna be doing some deal reviews for you. So part of my deal maker protege program, we review our deal maker student deals on a weekly basis. They’re anonymized.

We put them on a Zoom call. We break the numbers down. We look at the growth opportunity, valuation, what a deal structure might look like, interpreting the seller psychology and how that maps in to a desired outcome in terms of a deal structure. We’ll then also look at what the exit options might be for you as a new business owner after you’ve grown the business and you want to go to market and liquidate the asset.

So every single week, we review a bunch of these deals. And my favorite deal of the week, we’re actually gonna showcase for you on this channel. So absolutely check these out, and don’t forget to like and share these videos, and definitely hit the subscribe button so that you’re getting these deal reviews as soon as we release them. So enjoy the video.

I will see you soon. Until then, bye for now.

I’m not gonna read the disclaimer a second time, but I am going to note that it equally applies to this deal as it did to the last. I will get deal number two, simple model down here. This is a bigger deal.

Big boy pants time.

I think this is, Adam Jacobson’s deal, I believe.

This is no. No. His was the flooring. His was number three. Automotive accessories.

Oh, man. Every week I say I’m gonna write the names down. I think I don’t need to write them down. I remember them.

Then I get here, and I think, hang on a sec. Whose deal was this? I remember the first one was Charles, but I’m sure whoever’s deal this is will, let us know in the comments so we can get them on in a minute. Let me read you through the notes for deal number two.

What’s the business? It’s automotive accessories. Again, design, develop, manufacture, and distribute exactly the same as the last one. These are manufacturers.

What do they manufacture? Pulleys and brackets. I probably should have done, you know, a visual on that and gave you a Google image gallery of what pulleys and brackets are. What they really are is they’re, they’re upgrades to, right on the engine, you know, for performance purposes.

So that’s why it’s in the aftermarket. They don’t sell into OEMs. It’s an aftermarket product only. Who buys it?

What are the market segments? It’s, you know, basically for performance driven auto enthusiasts.

People who are looking for, you know, a boost in the performance of the vehicle that they own. They also do, just like the last deal, have some exposure on the high end. They do supply their gear to professional racing team. Now customers, distributors, online retailers, and they do do some direct to consumers as well.

This business started as a machine shop. It’s now fully dedicated to selling pulleys and bracket. This business is located in the US Northeast. It was founded forty three years ago now, nineteen seventy nine.

Been a a while. Trading area, again, is international. These people do sell internationally. Majority of sales, however, are in North America.

The business has been for sale for seven months. The ask price is five point seven million. There is property in this deal as well. Obviously gotta be a lot of it because it’s, it’s valued at nine point four million.

You can put a offer in on the business alone or the business and the property. Right? The property is only optionally available. It’s not mandatory that you pick it up.

This is owned by two cousins, fifty percent each, and they inherited the business from their grandfather. So these two guys have been tight. They’ve been working together their whole entire life, get along good. Sam is the older one.

He’s seventy three. He works full time in the business. He handles financials and operations. Max is a little younger, sixty nine.

He also works full time. He handles the engineering side of things, which is obviously really important in a business like this. You know, the notes kinda indicated that this business runs on autopilot, so Sam and Max are kinda winding down a little bit. I think autopilot might be a touch of an exaggeration, but, you know, that’s a message that we get a lot from sellers.

No. I’m not critical to the business, but, of course, part of our due diligence exercise is to find out whether that statement is credible or not. Both are in full agreement on selling. Sam is running point on the sale, but Max definitely involved and definitely is gonna have to sign off on.

Neither wants a continuing role in the business, but available for marketing expos. That seems like a little bit of a non sequitur. I think that really means is we don’t want the stress of having operational duties on a regular basis in this business. But, you know, if we’re gonna, you know, pop in once in a while to lend our expertise, you know, on the marketing side or other sides, they’re not necessarily against that idea.

Motivation for selling is retirement. They have a fishing boat on Cape Cod. They wanna enjoy it. This is a retirement sale.

Sixty five percent of the business comes from twelve customers, and I’m assuming those customers are, you know, some kind of a a distribution shop for a dealer, you know, a a a dealer or or something of that nature. The rest of the business comes through smaller distributors and retailers. They do have dealers in all fifty states. They have over twenty dealers in California alone.

There are thirty seven employees working in this business. Now legacy is important to Sam and Mac. I mean, this is a family business. It was started by their grandfather, and they have many long term employees who deserve protection.

This is a pattern we see in red light, green light. You know, if this business has been handed down, typically one or two generations, legacy tends to be important. If it’s a business they picked up and and have bought themselves over the last six or seven years, yeah, you know, it tends to be a little bit less important. But this one is important to Sam and Max.

They are operating at less than capacity. Only working one shift would be manageable to add a second shift if and when needed. The website is good, functional, and thorough. MUD score is only average.

Sam and Max motivation, that’s pretty firm. But again, not really any distress or urgency noted from either owner. This is one of those deals where, I just don’t think the broker was that forthcoming in providing information that the person who submitted this deal could include. The submission form was a bit light, but I don’t necessarily think that’s a reflection on the person who submitted it.

Maybe just really tough to get some information on these people. So there’s a lot of questions I had that I couldn’t get answered, you know, through the information memorandum, through the website, and, you know, through through the submission document. And I guess that’s one of our challenges in this marketplace when we’re trying to buy these main street type businesses is we don’t get a full picture, you know, from the people that are trying to sell it, either the seller or the broker. So you gotta do a lot of digging.

Right? You gotta do a lot of probing. And, it’s just part and parcel of of what’s necessary. So the information is a little bit light.

Again, not necessarily a reflection on the person who submitted it, but it was a tight light. I mean, it is a fairly big business, and there’s a ton of questions that, that come to mind, but I don’t have any more information on that. But based upon what you see, Carl, do you like what you see?

I’m a little bit mixed actually on this deal. Obviously, it’s an it’s a nice big deal. Lots of good numbers. It it’s quite a simple business, kind of in in a good way, but then it it’s like a box shifting business. There’s there’s no real uniqueness in this. I I think, you know, that it’s just a trading business, isn’t it?

There’s there’s no real value add beyond, Well, I think because they’re dealing with racing teams, I think there is a bit of value add.

Like, these are this is a performance type product. And, you know, at that level, then I’m sure, like, little small things matter. And so there tends to be a little bit of value add in that. I don’t think it’s really commodity.

Yeah. Okay. Alright. So, obviously, I I’ve never seen it before, and I’m not exactly clear what type of components.

I’m gonna I’m gonna I’m gonna do the This is a this is a massive market.

This is a sixty two billion dollar market, and the automotive parts industry is is growing because, we still got delayed supply chains on on new vehicle, whether it’s EV cars like Tesla or but I ordered my wife a new a new new Range Rover SUV, almost a year ago, and we still don’t have a build date for that car yet because supply chains are still crazy because of there’s still a lot of COVID stuff going on in in in China where a lot of a lot of cars are actually, are actually made. So I think a lot of people keeping their cars longer, a lot more spare parts, all those different things. So that’s good. The revenue’s stable. So we can see the screen, John.

Yeah. That’s that’s the idea.

I want you to Oh, right.

Okay. I didn’t want you going on the website. No.

Yeah. No. I’m trying to give you an idea what these pulleys and brackets are. This is not the company that’s for sale by any stretch. I’m I’m just when I first saw saw pulleys and brackets, I wasn’t sure what that really meant. So I wanted to give you a little bit of a a heads up in terms of what we’re talking about here.

Okay. So stable revenue, it it’s kinda hovering around that eight million and change mark. Gross margins are quite low, but if selling mostly through distributors, obviously, you’ve got the distribution margin inside of that. So that would explain, you know, twenty eight percent, gross margin, quite stable.

The operating margins are really good. Thirteen percent, for a business like this is pretty good. Here’s one of the red flags I’ve seen. Right?

So if you look at this business, in twenty twenty two, we did eight point five million dollars in revenue, two point four million dollars gross profit, and then had one point one million dollars of EBITDA. So they have a one point three million dollars a year overhead to kind of run this business. So so the gross profit is impacted by their cost of sales, which is obviously they, they source these products, They move them through distributors who then sell them to the end user. So you’ve got, about one point three million of overhead.

So let’s say three hundred thousand dollars just to kind of operate the business. And then let’s say you’ve only got a million dollars left for employee, which would be high. They’ve got thirty seven employees at a million bucks. That’s an average of twenty thousand twenty seven thousand dollars per employee.

So that number doesn’t stack up for me, you know, unless they’re paying everybody on minimum wage. Even so, twenty seven grand a year average, that seems quite low to me. So I think this deal needs a little bit of financial DD around that income statement just to see what those overheads are. And and I I’d be very surprised outside of employees if you could run an eight point five million dollars business for only three hundred grand rent.

Presumably, they’re paying rent back to the real estate co.

That’s something that Carl, let me jump in here.

Let me jump in here. There was a sheet on ad backs that was an absolute complete mess. I spent about a half an hour forty minutes on it trying to get it to reconcile to the financial statements and to get it to make sense. It didn’t, but they did to their credit put a rent adjustment in there. They are overpaying rent by a couple hundred thousand dollars but they’re also playing a pretty big bonus to these two cousins who run this business, and so they sort of offset. So these EBITDA numbers in terms of the add backs, yeah, they’re a little bit a little bit shaky just because of the poor quality of the financial numbers that were submitted.

Yeah. Okay. And, obviously, the the profitability has kind of, you know, dipped a little bit. The SBA loan forgiveness in twenty twenty, not sure that’s a real add back.

We we could debate that. But it’s not worth five point seven million dollars in my opinion. It’s it’s not got a lot of cash in it. But looking at the business model, their cash conversion cycle, that they might not need it.

So normally, when you’re looking at a business, you wanna see around a month’s worth of revenue in the business’s cash. So in a business like this, you’re probably looking at around seven hundred thousand dollars and change as cash that you would ideally need. All the working cash from this business is basically inventory, so it’s three million dollars of inventory. But what’s also really interesting is look at the accounts receivable number.

So one of the things I always look at in a business that’s primarily business to business, which this is. So it’s distributed. It’s got distributors and agents, and then it’s got a little bit of business to consumer stuff as well. So I would expect to see a much higher level of accounts receivables.

So what you can do for, you know, for the newbies, what you can do is if you divide the accounts receivables number by the annual sales revenue, so three eighty seven thousand divided by eight point five million, and then you multiply that number by three hundred and sixty five.

It tells you on average how many days it’s taking their customers to pay their invoices.

And in this instance, it’s sixteen days is their AR. And if you assume a third is b to c and two thirty is b to b, then you’re probably somewhere around twenty, twenty two days. That’s really low for the automotive supply chain industry. Really, it it’s generally in the forty five to sixty day range.

So there’s a few little things going on here with, the numbers, which I think would need some some deep dive. I think clearly at a million dollars and more of EBITDA, could this be an annuity deal? I don’t think so. I I I don’t know enough about the seller psychology.

This is probably gonna have to be an SBA deal. I think this business is worth probably somewhere around the four million mark, and then I think you probably need half a million dollars potentially in top of cash, for working capital purposes. They should see how much of that three million dollars of inventory is actually good inventory. Because another thing you can do in your vetting is divide the in divide the cost of sale by the inventory on the balance sheet, and that tells you how many times a year they’re moving their inventories less than twice.

So their inventory on average is sat in that business for about five months. That’s way, way, way too long for this type of business. So one of the things that might tell you is a lot of that inventory is not worth it. I mean, it’s been sat since nineteen seventy nine.

It’s probably not sellable. I largest individual deal I ever did, I bought a business with six million dollars worth of inventory and five point five million dollars of that inventory. We couldn’t even give it away. We actually burned it.

We set fire to it. It was corporate uniforms. They were so old. The business had rebranded about five times since the stuff was made, which is why no one was buying the stuff.

So often when you’ve got businesses with a ton of inventory, you see, oh, wow. Great working capital, you know, very strong balance sheet. But often some of that inventory or a lot of it is not actually worth anything. So I think, John, from what I’m seeing, this probably needs to go down the SBA route.

And is it financially robust enough? Are the numbers solid enough for the SBA to, you know, really give this deal a a green light. You know, I’m I’m not sure. I like the sector.

I I think, you know, it’s a nice stable business at revenue and margin level, but there’s some financial lies on this deal when it comes to the balance sheet that I think would need to be investigated.

So My memory improved.

This is Gary Schmidt’s deal. Gary is on the call. It is. Oh.

Yeah. Yeah.

Yeah. Let’s see from Gary. How you doing, bud?

Oh, Gary. Good.

Good. The other one.

Hey, Gary. Let me get you on here. But before I do, first time I bring somebody on, I wanted to remind them that if you see some stuff on the way I wrote this up that weren’t quite, accurate, that was by design, because I’m trying to, you know, mask the the the entity of the deal and to protect the confidentiality.

So sometimes when you’re talking about the deal, it’s hard not to slip in the location or slip in the name of the people, etcetera. So when you come on, I just like to get people who are doing this for a little bit of a reminder on that front. So this the stuff that you see that’s identifying that’s different than the real deal that wasn’t by accident that was on purpose.

So yeah so this deal I I love the racing part of it right I mean that’s a big deal I I’m I’m a car guy an automotive guy been that way really long time and I like their products. They’re it’s a big name in racing parts and in like, in if you’re looking to to redo your fifty seven Chevy or your, you know, your sixty nine Camaro, Jacob the parts a little bit there and get some new shiny stuff on your motor. Guys are players in that area. They also sell the racing teams, which again, big motors, they wanna have it look nice when they’re doing a hundred and eighty miles an hour down it.

But, the the financial part of it, when I was I I talked more to the broker than I did the owners. I really had very little time with the owners. He’s still on me for a personal financial guarantee, which I’m not giving him, and I’ve told him that a couple of times. That said, the business the financials for the business, they had to go get somebody to do the financials so they could sell the business.

So they got a they got a CPA to come in last minute, I’m guessing. I don’t know. And he kinda went through as much as he could and and got as much ready so that they could sell the business. But the financials are I don’t even have a really great idea, and this he just brought this up last week, but I don’t really have a great deal for that the financials are as well done as they should be.

I don’t know if the business if you took a deep dive into might find you might find great stuff.

It might be a phenomenal business, but you’re just afraid you’re gonna get, you know I don’t think you’d ever know in this business, Gary.

Just the way that that where they brought in, put together that sheet in the SIM that tried to reconcile, you know, the add backs and that whole thing. Right. Absolute mess. Right. I’m not sure even if you did do a deep dive dive, you’d be able to figure out.

Just a but still my point.

But it’s a cool business, you know, again, they they’ve been around for a while. They they’re they’re not newbies to this block.

Yeah. So I mean, one of the ways that, that you can handle that I don’t know what Carl thinks about that. But, you know, when the things are are a little bit iffy on the front end, you say, okay. We’ll take it at face value, but, you know, we’re gonna have to put a pretty big chunk of this as an earn out in there so that if things happen the way that you said they happened in the past, you know, we’re good in terms of our offer.

But if not, you know, then we’re gonna have we need we need the flexibility just because of the, you know I mean, the company this big should not have financials that are that messy. I mean, they really shouldn’t. No. It didn’t make sense to me.

I think what’s interesting is you you could probably get one and a half to two million dollars out of that balance sheet potentially. I know the fixed assets were heavily depreciated, but they’ve probably got a liquidation value higher than than the depreciation value.

Yeah. They have, like, eight or nine nine machining stations. I mean, they have they have quite a bit there.

Yeah. And then all that inventory, that’s all super valuable stuff, providing, of course, it’s all sellable inventory. Because when when you’re financing inventory, what a what an inventory finance you will do is they’ll ask for an analysis on that inventory by by SKU. So what they’ll say is, hey. Show me all of the products you’ve got. Show me how many you’ve got, and then show me how many of these you’ve sold in the last six months. And all the stuff that’s, like, slow moving, they won’t lend against it.

So you might get And on top of that, Carl, you need an inventory management system to even approach a Oh, absolutely.

Yeah. I I once looked at a business. It was a carburetor company in Florida, and they would go around. They would pull all the carburettors out of all the cars at a scrapyard.

They would restore them, and then they’d sell them all to auto repair companies, eBay, all these different things. And I asked that question once. I said, can I have a an inventory report? And they didn’t have one.

They said, but you’re welcome to come down, walk around the warehouse, and count them all. And but they didn’t have the information. So you can’t fund a deal like that. No.

You can’t you can’t do it. So so I don’t know what money you get out the balance sheet. But let’s say you could get one to one and a half million across the in between the fixed assets. Is that is the level of seller distress enough for such a low closing payment and then seller noting and earn outing the rest through through the deal structure?

So that’s one way of doing the deal, but only a distressed seller psychology. I think there’s no there’s not enough cash in the business. There’s no AR. They don’t own the real estate.

There’s, you know, cash flow lending wise.

I think They do all the they do all the real estate.

Nine it’s worth nine of them. Yeah.

But it’s not it’s a separate transaction, isn’t it? That’s the nine million deal to buy the real estate. I I wouldn’t pay nine million for the business, but, you know, for the building in in in this instance. But, yeah, my gut’s telling me this would have to be an SBA deal.

But if you’ve got issues with what’s going on, they are as well. So, yeah, I don’t know. And is this a trade buy deal? I don’t think there’s I’m not seeing a lot of m and a in the auto repair market, the component market at this kind of level.

There is a put the, you know, the hundred million dollar plus level, but, yeah, I don’t know. It’s a marginal green light for me. I think if if you it’s definitely worth doing an SBA application if you really like the deal, and a lot of these questions can be resolved. Be interesting to see what they say.

Maybe you do a a two offer strategy where you lowball them probably around the high threes, low fours on SBA, and then maybe offer them five point seven and above on some mix of down payment from assets, seller note earn out, or something along those lines. Maybe cut the grandsons in for a little piece of it as well.

I’m I’m not sure.

So what’s going on in this deal? Not as simple as the last one, but you can’t shy away from the fact that from an income statement perspective, it looks very stable, and it’s in a really a really hot market right now.

I mean, one thing that you wanna wanna figure out before you went to SBA is to take a look at what the tax returns look like because SBA obviously are going to ask for that and maybe that’s going to give you a clearer picture than the messy financials that they have. And so if the tax returns check out, yeah, maybe it’s a potential, deal I’d be asking them how much they’re taking out of the business as well because a lot of times that’s what’s really driving the valuation from the seller’s perspective is how much they’re taking out, not so much what balance sheet or the income statement numbers look like.

And so I’d ask that question as well. But I, unfortunately, I think I would give this one a red light because those financials just did not give me a good feeling. I spent quite a bit of time trying to sort them out last night. And if it’s a small company, that’s one thing.

But if it’s a company doing nine million in revenue and the financials are that, are that funky, that’s a red light for me.

Okay.

Yeah. So people are kind of, like, a little bit undecided. You got a zero there. Lots of fives and tens. People see the potential, but then they see the problems as well. So, you know, we’re pretty early in the process.

I’m gonna go I’m gonna go green light ten, actually. I do think it’s worthy. So a green light is you’re gonna take it further. A red light is you’re kicking it to the curb. You’re not gonna spend any more time on it.

And and that’s a good thing to do on a lot of your deals because your management of your time, the optimization of your time is really, really important.

But I think there’s enough in this deal for me to spend a little bit more time with it, especially on the financials. And I’d be interested to see how a two offer strategy would work with these guys, whether whether they want more money upfront or more money overall. So, low green light.

Low green light. Okay.

I’m I’m in the minority though, John. Ali’s using the algorithm. He’s a green light, one point six three. That’s a borderline for him.

Mostly I thought that was Lewis’ act deal with double, decimal point, red light or green light.

Sean likes it a bit. Harris does. David, Randy.

Hey. Just when you looked at when when I looked at those numbers, I just don’t see a happy ending. I’ve seen these kinds of messy things so many times before.

And it’d be nice if there was a way to get to a satisfactory conclusion, but I really don’t think there is.

I really don’t think there is. There’s no way this conclusion, but I really don’t think there is. I really don’t think there is.

There’s no way this guy is going to, you know, pay out the coin to get an audit and have to go through two years of results and put them into audit and financial statements.

That’s the one that would make me feel better about this, the financials in this deal. So, like, to me, I can see what you’re saying, Carl. There’s a lot of potential there, but I don’t ever see getting to the point where I’d feel confident that the SBA would sign off on the financials and all the rest of it. So that’s why I’m giving it a red light.

Okay. Alright. Cool. So, hey, John. Go to go to Jeremy Bronson on deal three. Let him kick off with that with that one.

Yeah. You know what? Let’s, let’s let’s at least get one person on here. I don’t like even when we’re kind of trying to rush through to get here that we don’t at least hear from one or two people on these deals. So let me call on somebody just to kinda get their take on it.

Why don’t you call on, call them call them Britney Fount?

Yeah. I’d love to hear Britney’s take. She had a she had a she had a red light on there. She’s a financial professional. Can you give us a little bit of a background on how you arrived at your red light? I think it was twenty.

I found this red light for it, but you know, it was actually a little more strong with the other one. But, again, a lot of pretty much everything that you said, John and Carl also pointed out too. There’s a lot of financial weirdness going on here. Just things don’t line up, don’t. It’s just I don’t know. It just doesn’t make sense to me. And I feel like, like you said, the fact that they’re not likely to want the audited financials, which is, I agree, pretty much on the way I would move forward with this size of a business and that amount of strangeness in the balance balance sheet and, you know, and all that.

So Yeah.

Okay. Great. That’s, that’s a good take. Let me, conclude with mister Sean Ressler. Sean, can you unmute yourself? Give us, what your red light green light was and a little bit of a justification, then we’ll move on to deal three.

Yeah. I, I am a customer of the market. I have a couple of classic cars and performance cars, so, I I get where this is. And and there’s a pretty good market, very stable. But, usually, it’s not price conscious, so there should be some some some good margin, through there that you know? And if they’ve got a good name and market, so that there’s there’s there’s a possibility there.

I I think but for me, everybody says it’s the financials.

So I’d give them an offer and, you know, hey. We’re predicated on Katie. The the financials don’t make sense. We really need to dig into it.

You know? And to your point, they’re big enough to have somebody, you know, running the financials in charge of that office manager or something. So, you know, working with that person, we should be able to really get a good idea of what they’re at. So that that’s where I would go.

Okay. Yeah. That’s a great take. I I noticed your comment on on participating in this market and being a potential customer, so that’s why I wanted to get your, get your score. So that’s a good that’s a good take for sure.

So I hope you enjoyed that deal review. Definitely subscribe to this channel. Hit also hit like and share so that you’re getting the very best content from me in real time. Every time I wanna announce my deal of the week, I want you to see it so that you can understand it.

And what’s interesting is the more of these deal reviews that you go through, you’ll start to see the patterns. You’ll start to see how seller psychology and valuation and deal structure all kind of combine. You’ll start to see common patterns when we look at the financial analysis. You’ll start to see common patterns in kind of red flags and what the growth and exit opportunities might be if you bought a business like this and you took it forward into the marketplace.

So definitely keep watching these, and I will see you soon for the next deal review.

Until then, bye for for now.

Hey, guys. I’m Karl Allen.

I’m the founder of Dealmaker World Society. I’ve done tens of billions of dollars of deals over the last thirty plus years. If you’re new to my channel, definitely hit like and subscribe so you can get all of my amazing deal maker content in real time. You’re not gonna miss any of the outstanding information that I’m gonna share with you. And if there’s a question that you’ve got, if there’s something that you want to know the answer for and you want me to speak to it, definitely hit me up in the comment section, and I will record those videos for you, and I will get them on this channel as soon as possible. So love having you part of this YouTube community, and I can’t wait to serve you.

Until then, bye bye for now.