Smarter Systems, Better Stores: Leveraging AI & Automation with Daniel Tadros

In this episode of The Footwear Retailer Podcast, Pete Mohr sits down with Daniel Tadros of 360 Retail Management to explore how independent footwear retailers can leverage automation, AI, and smart systems to save time, reduce costs, and boost profits.

Daniel shares how his team helps retailers streamline operations through POS integration, automated product uploads, improved online listings, and outsourced back-office tasks — all while maintaining full control. They also cover overcoming fear of change, protecting margins with AI pricing tools, and creating a better customer experience without increasing staff.

If you’ve ever felt bogged down by manual processes or worried about losing your edge in a competitive market, this episode will show you how to work smarter, not harder.

Connect with Daniel Tadros:
Website: www.360retailmanagement.com
LinkedIn: https://www.linkedin.com/company/360-retail-management/
Email: info@360retailmanagement.com

Connect with Pete Mohr:
Website: simplifyingentrepreneurship.com
LinkedIn: linkedin.com/in/petemohr
Podcast: thefootwearretailer.com

Running your business shouldn’t mean running yourself into the ground.

The 10 Laws for Moving from Operator to Owner is a free downloadable guide to help you systemize your operations, empower your team, and actually enjoy the business you’ve worked so hard to build.

Grab your free copy now at simplifyingentrepreneurship.com/laws.
The shift starts here.

PLUS: Whenever you're ready, here are 3 ways I can help you move from the Operator’s seat to the Owner’s seat in your business:

1. Take the Value Builder Assessment to better understand the areas of your business that add the most value to your business - Click Here

2. Uncover your Kolbe. Whether just for you, or for your full team, better understand leadership strengths and ways you can advance your People - Click Here.

3. Listen my other podcast Business Owner Breakthrough podcast as well for quick tools and tips - Click Here

Transcript

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So what's the biggest thing holding your shoe store back? Listener, is it your software? Is it your automations? Is it your inventory? We're gonna talk all sorts of things around this today with Daniel Tadros. you know, it's always about turning your frustrations into freedoms here on the footwear retailer. So we're gonna talk about automation. We're gonna talk about smarter tools. We're gonna talk about tech uh integration today. And it's great to have you with me, Daniel, and I'm sure the oh listeners are gonna learn a ton here on the episode today. So thanks for joining us. Thanks, Pete, I'm looking forward to it and I appreciate your time in advance. Yeah, for sure. Give us a little lowdown, Daniel, how you got here. And I know you do work with all sorts of retailers, not just shoe retailers, but give us sort of the backstory in one or two minutes of everything about 360 retail management. Sure, yeah, happy to do so. uh I like to, I wish I had some story about how I was inspired to kind of disrupt the retail world. Unfortunately, that's actually not how we got here. So I used to work at what was essentially like a bank and we were doing different kinds of specialized financing based on different kinds of distribution companies. One of things we really found out was difficult for them was giving us statistics around their inventory and the cost of goods sold. We needed that information to really make different kinds of investments. um And while doing that, I noticed we had this kind of offshore staff that we were using to do some backend analyses to kind of back into the numbers that we needed at a high level. um Later on, we actually got approached by some of those companies to actually solve those inventory related issues. um And I heavily utilized that offshore staff to kind of find a cost effective way to get to the numbers that we needed. So we kind of started there um later on I took the company or I kind of split it off the start of my own company um And as we solve those problems for some of the distribution industrials world We got approached by a lot of different retailers because we realized they kind of need the same thing and so, you know as the company went on and on and on I realized that Retail is the direction that we want to grow. We can create a lot of value for independents. We can create a lot of value for retailers. And we have. And it's been a great story. I've really had a lot of fun. I've definitely learned a lot too. But that will be how we got here today. So we're 50 people strong now, thankfully. We've got clients all around the USA. And we really focus on the automation, AI implementation, consulting, offshoring. solutions and kind of all the other back office related managing services that independents have a hard time kind of overseeing. Obviously, the cost is a part of that as well. And so we find ways to streamline that for them. That's really what we do. I mean. A lot of people who've been at it 20, 30 years listeners here, you know, there, there may be focused on getting to the next trade show, ordering next season's goods, and then you're trying to figure out how to, um, sell them and market them and all this kind of stuff. But you know, there's still some people out there and I've talked with some very recently who aren't using a point of sale system, who aren't using sort of, you know, we kind of think about not using a point of sale system as. almost impossible in today's world, but there are still several people that aren't doing that sort of stuff. So we've got listeners really that go from, you still doing manual cash register type stuff and not really knowing much more than, okay, we sold 20 pairs of athletic today and 10 pairs of dress shoes or whatever the case is compared to those who are data informed and those who are taking it to the next level with the AIs and all the other things that we're talking about here today. I think, you know, Daniel, one of the big issues with those people that still haven't got to the POS and now people that have had a POS for years and maybe haven't dug deeper into some of the stuff that it can do for you. People are afraid of change. Like ultimately they're afraid of change and they're afraid of, of what does it mean if I have to do this? But you know, I like to flip the switch here and say, what does it mean if you don't do it? And, What does it mean if you don't take advantage of what's put in front of us? And with everything that's gone on since sort of November of 22, and when AI sort of came into everybody's hearts, to some people's worlds in a more sort of upfront way, how do you feel about this now? Because we've got almost three years in as we're recording this, since ChatGPT was launched, and so many others after that. What's your sort of take on on why you need to change and why you need to start looking at this and why you need to do some of the things we're chatting about? Yeah, so there's a couple big reasons. I would say number one is, or the most obvious one is that there's money being left on the table. It's almost every single time that we come in situation where somebody doesn't have a POS or somebody doesn't um have somebody's automation or talk about setup without doing any back end math, I can basically guarantee them that they're gonna make money. um So that's kind of the big one is the financial motivation, you know the return on investment and I like to think about things like your alternatives you know, someone's automation some of these tools they do cost money, right? But you know, if you're gonna spend that money on this tool, you would expect to get some kind of return on your investment and I personally have found the return on these tools as an investment is extremely high. Let's say you get whatever percentage of the stock market, you're in a different magnitude of these kinds of things. You're talking about your wish and money back in a few weeks, not a few years, right? And so from a financial perspective, it really makes a lot of sense to think about these kinds of things and to implement them at the right time. Number two is that they allow you to provide a better customer service experience to your customers as you're able to do more with less people, as you're able to provide a more personalized experience to your end customers. You know, people remember that. People remember how you made them feel when they walk in through your door, when they, you know, come onto your website and competitors, particularly now as we're seeing it, independents have really begun to adopt these kinds of strategies and automations and tools and, you know, not being able to provide that level of experience will ultimately become a detriment to those that don't do it because the customer will begin to expect that. I think over the next few years, potentially in the next few quarters. So that's how I would answer that question. What would you say, like what sort of some of the low hanging fruit, let's assume that most of the people at least have a point of sale system listening here today. What are some of the low hanging fruit type things when you come into somebody and you say, you know, do that, do that first meeting with someone saying, where are you at? And you're, and you're thinking to yourself in your head, I can help them here. I could help them here. I can help them there. You know, what are, what are some of those things that right off the bat hit, hit home for you for, for retailers? Yeah, so we actually start every single client that we work with with an audit. The audit is free. But what we're essentially doing is we're kind of we have a proprietary checklist that we are going through to see where are the opportunities to make money for them, where are the opportunities to save them time, and what is the budget to kind of get them from point A to where they want to go. And then basically it's division. It's like, here's how much you can make and how much time you can save, and here's how much it costs, and here's whether or not it's worth it. uh So it's really little bit simple. get to the right answer, but the audit is really where we have kind of a little bit of, would say, I don't want to call it magic, but I do have, we want to call it a bit of proprietary ways of doing things. There are, however, to your point, some recurring quote unquote low hanging fruit that we've found that independents tend to overlook. And so I'll kind of bucket them as one is, integrating, I'm going to make this example a little bit about Shopify because I've seen it very frequently, but this still extends to Lightspeed and all the other different POS that are out there. So it's a universal set of rules and solutions, but I might use Shopify just to give more specific examples here and there. The number one would be to set up your POS or Shopify correctly upfront. There are a bunch of APIs. Automation is to pull inventory data into your system from your distributors from your wholesalers from the marketplaces that you're using so that you're not You know doing this for three or four hours or paying somebody to do this for three or four hours a day as well as being able to take the data that you're pulling and Shooting that out into your various sales channels with enriched information correct sizes updated images materials shipment dates all those kinds of things in an automated manner. So to take one data source, pull it in the correct way into your POS and shoot that out, whether it be to your Instagram, to your TikTok, so that can sell it on your Instagram shop or your TikTok shop with one click. um Those are the kind of things I would say are kind of first low hanging fruit. We can get into how to set that up and more information around that in a second. The second thing I would say, and it's related to the first one, is optimizing your item listing. whether using Google search or not even AI search, um those kinds of meta tags and enriched information is how shoppers will find you. They're looking for these back end systems are using things like SKUs, vendor tags, vendor code, and using that to match you against your competitors. So people go on like a. platform like Google Shopping or something like that, that they're able to show them the plethora of options. And with you having the most information, you having the most traffic, the most reputation, you might be able to become listed for a specific item that you're selling. um The last thing is using AI to really automate as much as possible. There are, I think there is quite a bit of inspiration to go and do it, I would say. But when we speak to independence, they kind of look a little scared when we started to talk about how to actually make those changes. And I would like to point out that the changes are not as difficult as one would expect. You the first time I did this, I thought it would be really hard. And I have found that it's not as hard as some would say to kind of get value really quickly from some these AI implementations and to really see results. So. things like automating your customer service, not having to deal with, that return that you made two weeks ago, where's my money? Why haven't I gotten back on my credit card? um Hey, where is, can you answer this question about this one item? Owner answering that kind of stuff, it's really hard. um Using AI to do pricing. If you want to do things like clear older inventory or to run a special, figure out how to price a lot of good exact same time. and not have to worry about like just sticking to a specific markup you're shooting for and have a dynamic price range. You can use AI for that actually and even match competitor pricing in real time. How do you deal on that one with map pricing? you're dealing, a lot of us listening will be dealing with brands that have, um you can't put stuff on sale. So if you're batching things, how are you dealing with map pricing and rules and regulations around that? So most of these AI apps that we use, and I know for a fact all the ones that we use actually have the ability to incorporate map pricing. What the nice thing, and this is a little bit of a surprise that we found is that despite map pricing, we have found that the tool does pull competitors that are violating map pricing, even though it won't recommend that you violate map pricing. And so it is cool. It is something of a bit of a business intelligence tool we found as well. Our clients will able to say, hey, you know that competitor. you know, down the, you know, across the street or whatever. This is the exact item they violated and you can sort of, you know, use that as you will. I think a lot of the brands are already using those two to make sure that everything's lived within, within those guidelines. At least we see that in the industry. occasionally for sure. When, when people are like, there's, there's something going on here. Or you might get a call saying that one item is out of place on the website or you pull it up. Uh, you know, we see it a lot with 99 cents. It's sort of like, if it ends in 99 and it's supposed to end in zero zero, they want you to pull it up that one cent type thing. But Yeah, there's there's a variety of different things out there but automations can cause hassles like that too whereby if we're batching different things and you know We're putting a thousand a thousand items into the pipeline and it changes a thousand all at once and then it's like I didn't mean to do that, know, so there's there's so many good things about automations But there are also some hiccups give us give us a few things that you've experienced along the way where it's like oh, you know That's something we need to look at, something maybe that you didn't even anticipate as you're going through this with some of your clients. Pete, I'm going to have to thank you, by the way, because you've kind of explained why our company exists. So there is a crossroad here. The AI is able to do quite a lot of stuff for you at the same time. It's not perfect. The Gentig AI, these tools, they can automate, I would say, 80%, 85%, 90 % of the work. But what I would call the last mile problem, the last 10%, 15 % to make it really meet what you need, that is still we're going to require a level of oversight. Pricing is a perfect example you brought up. that additional one cent or map pricing or how do you sort of make sure that over the course of time as you have new inventory as you want to remove an older inventory and kind of overseeing and making sure you're in compliance, that still requires a level of oversight. So the way we handle that actually is one, the initial setup has to be correct. And that's kind of one of the biggest upfront battles. We are spending a lot of time in that upfront audit to ask those kinds of questions. Who are your suppliers? Please provide us a summary of all your map pricing. Please provide a summary of how you think about pricing in the first place so that we can make sure that your margins are protected. um Please help us understand what types of inventory you would like to have clearance on so we can do stuff like query competitive pricing so that you can be assuming that pricing is violated. know, a penny last or a dollar last, and you show up as when you search on Google or an AI search, show me the price from lowest to highest, you're the first one. Right? And so we do, we do do stuff like that. And you're right. It does require a level of oh ongoing maintenance, but it is still significantly less work than doing it yourself manually. There's if you were to just say, Hey, if I were to do this myself, or just use an AI program, pay the app room this much versus paying somebody full time to just scour the internet. It's just, it's just night and day, right? So is it a perfect solution on its own? No. Can you use it? And we, you know, we tend to be that what we will call the human in the loop. to oversee and manage that AI on behalf of customers? Can you use it like that to really have an automated experience? That answer I would say is yes, because that last mile, that 10, 15-ish percent to really manage that on behalf of customers, that is taken care of, which then allows for a very automated experience. Daniel, you know, we've been talking a lot about online, basically how the online store would be, but a lot of the retailers listening here are more focused on in-store and they may do whatever five, 10 % on their web store and may do sort of that, whatever it may be 80, 90, 95 % in-store. And you know, tell us a few of the things that you're helping people with. in cleaning up just their everyday operations in the stores. Cause I know you do a lot more than just uh maximize Shopify for online sales and things like that. You've got a lot of different tips and tools and a lot of different uh facilities. So give us some things for the everyday shoe store owner that's got one, two or five stores type thing uh on ways that you can help them automate the process, the systems. the different things within their operations to help free up their time, help free up the time of the rest of their team even in order to free them up so that everybody's more efficient, more effective, and things are running more smoothly. Yeah, I would say that there are a lot of things that we do here to really alleviate the burden of retail management for our clients. There is one here though that I would say is been a universal help for basically everybody we've spoken to or talked to since we started the company. And that would be automating your invoice and purchase order entry. customizing it so that it incorporates things like um your different locations, how you like to store your information for your financial reporting, and as well as creating a process so that images, descriptions, and what I would call the customer-facing data is also able to be procured and standardized so that it's uniform across your website and that user experience is actually, the customer experience is uniform and is what you would expect. So that would be the biggest thing I would say from an immediate time saving, cost saving that we do. There's a bunch of stuff like, suddenly the margins on each item is well known. You know exactly how many SKUs and variants that you have on hand and you're not having somebody just, you know, basically do hours and hours of data entry and trying to copy and paste images and descriptions. That kind of stuff we do automate upfront using LLMs, OCRing software. different kind of stocking apps that work well in Shopify or other POSs. m And being able to create a process around that and manage that to a degree as well. That's probably the universal one that basically every customer is really excited about. That's cool. mean, anytime you don't have to sit in front of the computer all day long, it's a good day for most footwear retailers. It's like, I'd sooner be on the floor than behind the computer. And I think, know, a lot of times we have our team doing certain things and everybody's sort of different around what their data and deal is. But the other thing is that you can take some of this stuff out of your in-house operations and move them um to outsource. And I think, you know, from that side, Daniel, it's an interesting thing because I'm not sure how your billing works and all the different things that you guys do and that set up, but just thinking about the idea when you were saying about inputting all the different products and getting all those pictures. I mean, we do that twice a year in footwear, right? There's the spring summer, and then there's the fall winter seasons where it's like, okay, we got to get 3000 products in and then six months later, we got to get 3000 products in again. And so this is a recurring theme for our industry whereby, you know, every six months we're going to the trade shows, we're doing our buys and we're creating these new products and somebody has to do that. And typically it's somebody in the store or the owner themselves. And you know what? It's a lot of hours. And we don't, we don't necessarily have hours to fill for that person in the off season. Or maybe what we're doing is we're taking away one of our key salespeople that should be on the floor, but we still need help in the back and they're entering all this sort of stuff. And we're taking away the customer service on the sales floor because we need to get the data entry done in order to get the purchase order in so that we can meet the deadline of our brand. So all of these different things, I mean, I think it's just an interesting thing to look at when you can start to outsource. And outsource is a... a scary word for a lot of business owners. I mean, we've been outsourcing for years, but um I think, you know, my coaching clients that I talk to are often very hesitant about outsourcing anything, like even some of the simplest stuff. talk to us a little bit about how you outsource, how that system works, what they could expect. ah And sort of the communication is always one of the issues. What happens if, you know, I don't like the person, what happens if, you know, things go wrong? I don't have control. They're not sitting at the desk beside me. Talk a little bit about some of that stuff when somebody comes to work with your company, Daniel, and taking some of these big things off, off the plate. Well, I think the first thing I would say is that you really don't need to be as scared as you would think. There are a lot of ways that our clients retain really all the control that they need to have and more. And I would argue that particularly in this kind of post-COVID world where working remotely is something that basically everybody has learned how to do at some point now. There are tools. procedures and controls that you could put in place upfront when you outsource to really protect you, your business, your employees, your customers, all that sort of stuff. So some of the stuff, and I'll talk about what we have with our clients. Number one is we do have um the ability to, we automate all of our hours that we work on with clients. So our computer systems have automated. hour captures where we are literally seeing when our clients are, when our employees are working and what they are working on. And that is able to then be transcribed into a billing software. that clients are very confident that the hours that we're telling them are correct down to the minute, literally down to the minute, which, which clients really like, cause it makes them understand that we're not just saying, Hey, you know, we spent an hour, but it was actually 50 minutes, right? That, that kind of stuff, I think is one of the biggest scares. So I would encourage. I would encourage clients to understand just how the billing works and how data capture is working for things like ours. The second thing I would recommend clients ask is to figure out what your outsourcing partners experience with similar and like projects. We like to specialize in the retail industry because it allows us to provide a level of service and see around the corner. for around problems that other outsourcing competitors, but they really can't provide. We've kind of been there, done that, and there's power to that. And I would encourage you as a client or as a listener to think through, asking around what types of problems and solutions this outsourcing partner can come up with to do a lot of the stuff that um you're asking them to do and provide you concrete examples, provide you client testimonials, provide you referrals. that you can even ask questions to. So those are the kind of exercises that I would say are best. And lastly, every good outsourcing company is going to have a termination clause that is black and white, easy to understand how to break up, who owns the IP, who owns the data, all of that good stuff. And I would encourage you very strongly to make sure that the wording on that is what you would expect. To you, with your business at 360, do you guys have the ability to sort of ramp up at given times and ramp back at given times, depending on how things go? Or do you usually sort of have a set sort of monthly program or how does your particular system? So we do have the ability to quote unquote ramp up or ramp down, do kind of project based one time support and still provide a level of service that you would expect somebody who's been doing this for years to provide, right? So there's a disconnect there at Dichotomy in that if you want to hire somebody just for you part time, nobody wants to be the part timer and stick around, right? And so we are able to provide or be the solution of that dichotomy situation where we can provide experience but also be available part time. Awesome, awesome. I think that's a big thing for a lot of people because they're worried about that sort of stuff. It's just a regular thing that I hear when I'm chatting with clients and they're like, well, what do I do when I don't have anything for them? Or what do I do if I have so much that they're gonna be overloaded and not get it done for me or whatever the case is? But having that ability, I think that's one of the powers about sourcing really is that. you can ramp up at ramp down when you most need it so that you can work with your stable team that allows them to get done what you need to get done at the store. And when it is busy, you've got this added help that you can call upon their professionals in doing what they do and often know a whole lot more than you know in certain things. And uh I think, I think that's, that's really interesting. I know, you know, some of the work that you do to Daniel around You guys help clients with marketing. You're helping people with website development. You're helping people with all sorts of different things. Tell us a little bit more about outside of the inventory and the Shopify stuff, are some of the other key components to your business? Yeah, we are, would say, from a marketing perspective, making sure that all the stuff that we're doing to automate, to drive traffic, ultimately results in conversions and increased sales. we're doing things. I don't want to call it magic or there's no good in what we do, but really it's just doing the same things that we're doing, but then making sure that they, and from a numeric and quantitative perspective, as we look at things like Google Analytics, look at their traffic, that there's actually conversions. We're looking at KPIs, throughput rates. Um, and, and sell through rates and making sure that, that clients are getting a return on their investment. And also if we can figure out why. Customers are not purchasing it. We can figure out using statistics and KPIs where balance rates are happening, where conversions rates are low and hypothesize how to fix those kinds of things. We do provide those to clients kind of as a summarized, Hey, this is a potentially worth consideration to, go on your next ad campaign or to go on your next marketing campaign or to make sure that this, this, this process is smooth or this signup process is smooth so that you really can make it seamless and can really generate sales. In the end to us, everything we're doing we tie to sales, we tie to profit increase, we tie to cashflow increase because if that doesn't happen, it's really not creating value for our end clients and that's really for us our North Star. It's a generating sales, it's a generating cashflow, it's a saving you time. It has to do one of those three things. I mean, em I think we talked when we first met a while back before we hopped on this call, the fact that I'm also an exit um certified exit planner and part of the work that I do there and helping people get their businesses ready for sale or just building the value. It's, it's, we're always trying to build value with everything we do with every decision that we make. So whether it's cleaning up those systems, cleaning up the website, cleaning up the inventory, cleaning up the, the flow of of accountability and all of that within your business, it's always to create more value. And whether you're going to sell your business a year from now, five years from now, or 20 years from now, we should always be making decisions that help create value. So I love that idea, Daniel, around this idea that everything we do is, or you do at 360, is trying to create value because there are so many things we spend money on as business owners that don't create value. It's huge actually. And I'm not a, I'm not an exit planner like you are, but we have, we've had the opportunity to kind of come in at, the buy sell process. It's a really interesting time to, to win clients. Cause you kind of have two clients, you have both the seller and the buyer. Right. And so sellers are trying to exit their business, buyers are trying to figure out how am going to manage this thing? Right. And so we are kind of approached to be the one that provides that transition plan. How do I manage customer service more broad? How do I oversee my inventory while I'm traveling for my full-time job or for my other business? We are asked to do the audit to provide that and say, hey, this is how you should consider it. We're thinking into consideration things that the buyer needs, things like the seller's existing system, the existing processes, and what's a realistic timeline to go from where the seller is at today to what the buyer needs to be able to. have an internal control over the business, over inventory, over sales, over marketing. And that's a really interesting point that you're a certified Exit Planner. And frankly, it's one of the reasons why we're so focused on value creation, because without being able to um show that and quantify that, it's a little harder for people to understand. Clarity creates confidence when it comes to deals. You know, it just does. So I think that it's a really interesting thing because, and it doesn't matter, you know, I, from that side of things, I, you know, probably only a small portion of what I do is actually helping people get to exit. Um, it's more about building value every day, but I think that, you know, we still want to do this, whether if you've got three stores and you want to go to 10 stores, You still need to do this for the bank. You still need to do that work because you want them to feel confident in the numbers. You want them to feel confident that you have all this stuff in alignment. You want them to feel confident that if they give you the money that you can pay them back, right? It's the same thing. Whether as you mentioned, from a buyer perspective, the buyer wants to say, Hey, if I'm dropping a million bucks or 5 million or 10 million, whatever it is on this business, I want to ensure that my, that I'm going to have the ability to get this paid back and make money. Because after all the business is an investment. and I do have many other options of investing my money, whether I'm going to buy inventory or whether I'm going to buy general motors or whether I'm going to buy whatever, uh, you know, Berkshire Hathaway, it doesn't matter or, or some bank, but I think a lot of small business owners discount the importance of the value of their business because often it is the biggest piece of their portfolio. And they don't look at it as a portfolio piece. They probably know how much they have in their stock account, but they don't know what the value of their business is. And until we get some of these numbers that we're talking about today, until we start really understanding the value of the systems, the value of the business, the value of all these things where they land, it's very hard to put a number on your business. Yeah, okay, well, you know. It's like you could read my mind. You basically just reset all the things that I was thinking about when I was working at the bank and I started the company, right? And I was asking these exact same questions to myself because I was like, hey, how am I going to help finance this or how am I going to help get this investment through without these numbers, right? And so how do we answer these kinds of questions? What is your inventory value? What is your margin on these kinds of various skews? You want to sell, get an investment, get a loan. These things are critical in order to do those activities. And at the time I was supporting retailers. I'm still supporting retailers, but I've taken a little more skin of the game in supporting them. I love it, man. What have we missed here today, Daniel? Well, I would say we haven't missed too much at a high level, but I would like to maybe just leave it at what are we seeing with our various clients both in and around the shoe space and apparel more generally. What are we seeing? And I would like to point out that we are seeing an adoption, frankly, rapidly of the tools that we spoke about today, the automations that we're talking about today. We're seeing customers of ours with just five to seven employees be able to pull off five to seven million in sales. I mean, you do that kind of ratio, five million dollars in sales per employee. That's amazing, right? And so we are starting to see those kinds of numbers due to the investment in these tools. And I do want to be upfront. It didn't happen overnight. They didn't just do it and suddenly made a bunch of money. That is not true. I don't want to over promise. under deliver, but it is true and these are case studies that we have clients that we currently work with that we're able to show that these systems have paid for themselves infinite over, right? Like way more than eight or 10%. We were talking about like you got like a hundred times back your money or something like that, right? And it shows in the results. And I do think that as just the laws of economics play out, right? when there's a really good investment opportunity, when there's a really good business idea, people will crowd it out over the course of however long years, quarters. And I think this kind of service, these kinds of systems are going to become the standard over the next, again, X amount of time. And I would encourage independents to not be so scared and true retailers to not be so scared of at least exploring because... you'll be able to get a lot of the benefits with a lot less effort than you think, but it does take time and doing it now will be a huge benefit for you in three to five years. think there's a certain amount of arbitrage that's going to take place, right? Like for the people that, that hop on board now, as opposed to like the early adopter thing doesn't always work. But in this case, when you have these sorts of things, being an early adopter of some of these tools, being an early adopter of some of these things that are really just blowing past, um, any expectations that we would have had three or four years ago. um is going to help you make money. And I think that's the biggest piece is that we all need to, you know, um make more money, have a better business, because when we have a better business, we have a better life as a business owner, right? And that's why we get into business in the first place. All right, man. Well, tell everybody here how they can get a hold of you, Daniel, if they want to learn a little bit more about you and the business. So we have a website we have a contact us portal in there as well and I'll leave you with my contact information my personal contact information people in Cape to want to reach me Awesome, Absolutely, we'll do that. We'll do that. Thanks so much, Daniel, and I appreciate your time here today. It's been a great conversation. I'm sure our listeners will take a lot away and some stuff to think about if if they aren't on the train, it's time to get on the train, right? It's time to go down the train, everybody else is on the train and the train unfortunately is only getting faster. That's it. All right. Make it a great day, Daniel. You as well. Thanks, Pete.