I’m Adam Hayes, joined by my co-host to my left, Bob Payton.

Across from us is Bobby Haskett with Fabicab.

Welcome to the show.

Thanks for inviting me, guys.

Thank you.

Thanks for being on.

Yeah, for sure.

So tell us about Fabicab.

Yeah, so Fabicab is an elevator interior provider, and we service all the United States.

Yeah, so we sell to the elevator contractors.

For the pretty stuff that when you walk inside an elevator.

Okay.

So how does one become aware that you exist or that there’s a need for that service? Yeah. Yeah.

So a lot of that would be the elevator industry because of the structure of the industry and all the rules and regulations.

There’s a very small group, if you will, that is allowed to work on your elevators.

So it’s a certification then?

Yeah, so anybody that puts our system in has got to be a licensed elevator mechanic in most states.

Okay, that makes sense.

So the people that find us is actually through their elevator contractor most of the time.

Now, we do deal with some property managers that find us online, you know, at favacab.com.

They can see us there.

But yeah, most of the time it’s going to be your elevator contractor.

But, you know, if anybody’s out there, they’re looking for a new elevator, we can definitely guide them in the right direction for sure.

Right.

I love the niche.

I mean, we were talking before we started recording.

What a neat niche for a business.

Right.

Just, you know, it’s not interiors to conference rooms.

It’s for elevators.

Yes.

And it’s kind of the forgotten landscape, if you want to call it that.

So tell us how you got involved in this business.

Did you acquire the business or is it something you founded?

No, we founded. Yeah.

So, I can kind of condense it a little bit, but, um, I was, uh, I had a business before this one and, uh, I was out of town and, uh, my mom had happened to get sick and, uh, terminally sick.

And so, uh, I came home, I traveled a lot.

So I came home, was with her a little bit until she passed.

And then, a good friend of mine, lifelong buddy of mine, uh, got with me and, uh, invited me to be the VP of his sales at his company.

And, uh, why I was trying to help my dad out and make sure everything is calm here, and I said, ‘Yeah, I can do that for a little bit until I get everything well.’

It so happened that we called on, and we sold the elevator industry some components.

With that over my time being sales and speaking with the elevator, I seen a great need for an elevator interior provider that really listened to the end user, the people putting it in, if you will.

And so it got our wheels turning.

We said, ‘Hey, you know, let’s let’s look into this, you know, a little bit further.’

At that point, we had only done wraps, which is like on the outside of the lobby area.

Right.

And doing some handrails and stuff like that, you know, specialty stainless stuff.

And we just started listening.

And over time, we kind of figured out, ‘Hey, you know, this is something we should really look into.’

And it was.

Quite a bigger mountain than we ever expected.

Rules and regulations because the elevators, you know, are in the business of moving people, obviously.

The safety is through the roof, you know, I mean, in a good way.

Thank goodness.

Yeah, absolutely.

And what we noticed is we just kind of sat back and took a few months to really deep dive into that, you know, the positives and negatives about what we were getting ready to step into.

The positives absolutely outweighed the negatives.

So we said, let’s go ahead and do it.

We just started.

What year was that?

Dig it in.

That was 2014, is when we decided we were going to go ahead and go.

So the first six months before we’d done anything, one thing that I’d done is I went out to lunch three times a week.

And I was very specific in who I was targeting.

I wanted to talk with the elevator sales reps.

I want to talk to the elevator superintendents, the guys that run things.

And I want to talk to the elevator mechanics.

My most important thing there is I want to find what the business and the industry was missing in those different buckets, if you will.

The one thing I think a lot of people do is forget about everybody involved.

I’m sharing the bucket of business, you know.

I’m sure a lot of people, uh, you just don’t hit the button and it shows up magically.

You’re exactly right, you know.

A lot, a lot of mechanics um actually told me when we went to lunch that hey, you know, we’ve been in this business 30 years and we’ve never had anybody come and ask our opinion.

Yeah, I thought that was very strong, you know.

And then yeah, and with their feedback and with we seeing what in our mind wasn’t right about the business out there that’s currently out there.

We decided to uh go ahead and take all that feedback, compile it, and build the company that we have today.

That’s awesome, yeah.

Give us an example maybe of one big thing that you kind of see is maybe universal, yeah.

Um, the one universal thing that I would see is in building the company is uh capital, oh sure, yeah.

I you know, I think that’s That’s a huge obstacle.

That all of us don’t think about.

I kind of joke when I have people come up to me and say, ‘Hey, I’m starting a business.’

I say, ‘Well, take what you think you need and double it or triple it.’

But I think in the overall, what was really eye-opening to us is how well we were received with doing a little homework up front.

So if, so if the listeners out there could really get anything on, on that end of it, is really do your research and talk to the people that you’re going to be selling to and see what they want, not what you think they want.

Exactly.

That’s, that’s marketing advice by the way.

It is. Yeah.

So, I mean, but I mean, so you, you know, when you did that, what was, what was one kind of theme?

That kind of just really stuck out.

Yeah.

So, what the biggest theme and we still have that today is simplify a process that’s made difficult.

You know, unfortunately we couldn’t pinpoint why was it made so difficult over the years?

You know, we just wanted to simplify that process.

And what I think a lot that people could, you know, learn from that is.

Just simplify.

Whatever you’re getting ready to go do, simplify it.

Find out what the customer doesn’t like about what they’re getting currently.

And get rid of it.

And get rid of it.

And just simplify it.

Bring it down.

You don’t need a bunch of rainbows, flowers, and bows.

Let’s see what’s important to the customer, not what you think is the best.

Yeah, exactly.

That’s called the theory of extraction.

I literally just read this last week.

But it’s like, what can you just eliminate?

Yes, what do you need to do more of and what do you need to do less of, yeah very much yep yeah and you know what we noticed early on too is that and we’re still learning we’ve been going strong for over nine years now and I think what makes us continue to get better is realizing what we’re really not good at, yeah you know um that was very eye-opening to me you know I I uh me and and my partner as well.

You know, we had a certain skill set that really works well.

But when it came to building processes and stuff, we realized that, you know, we had to get key people in the company that is smarter than we are.

And you’ve got to set your view of yourself aside, is a good way to say it.

And say, hey, you know, I’m not an expert at this.

And if we’re going to continue to grow, we need to get someone in here that is.

Yes, exactly.

Love hearing that.

Part of my personal growth, yours is letting go of the things that we aren’t good at as business owners.

It is hard.

Because by nature of being a business owner, you’re a bit of a control freak.

You really are.

Maybe you don’t become that later.

I think that goes with caring.

Typically, business owners really care about what they’re doing a large part of caring and wanting to carry through the experience of what we care about to our customers.

That’s probably why most of us have that degree, you know, a little bit of control to our desire to control things.

Absolutely.

And in my opinion, that as you mature in business, the more you can let that go, the better off you and your company is going to be.

Absolutely.

Yes.

Yeah.

So you’ve been in business nine years. Yes, sir.

Tell us a little bit about that, how that journey has been.

Is there been segments of it really very much so, uh, very much so, when you know, I share a good story, you know?

My partner, which is our president of our company, his name is Josh Anderson, uh…

A story I like to tell is: You know, he’s definitely in the right seat at our company.

He leads our company; he’s got a great visionary mind, and we just opened the business second weekend.

I walk into his office.

I’m getting ready to leave on a trip to go call on customers.

And he’s on the computer, writing notes.

And I said, ‘Hey, man, what are you doing?’

I’m thinking he’s looking up at potential customers.

He said, ‘I’m writing our employee handbook.’

And I said, ‘Hey, man, I think that’s the last thing we need to do.’

And, you know, for most people, especially in the sales mind like I have.

why are we doing that right now when we don’t even know if it’s going to go with josh’s vision he was very uh very straight straightforward and said listen we’re going to build this company we’re going to need this and i want to go ahead and get it knocked down right and i very cool you know i remind him a lot of that you know and and having the i think what’s what was a changer for me is up to this point you know The businesses that I’ve been involved in is basically I was the shot caller, if you will.

It was a one-man show type thing.

You know, I’m the guy.

And it took us a while to jive together.

Find your rhythm.

It really did.

And I think that, and it had nothing to do with really personalities.

It’s what we envisioned.

We had to just settle into what we’re good at.

Right.

You know, and accept I’m not the best at that.

So, that’s you know, that’s why he’s the president of the company, and I lead sales, you know it works well, set your ego aside, yeah, you know I knew right off he he was the guy to be the president, we all knew that right, yeah, yeah, nice, that’s awesome, yeah.

So for the listeners and viewers out there, can kind of paint a picture, yeah.

So what we provide is uh Everything inside the elevator.

So that’s a good way to say it.

So if you walk into an elevator and the door is closed and you look around, we provide pretty much everything that looks pretty in there.

Ceilings, perfect to the walls, yep, walls, ceilings, lighting, handrails, everything like that.

When it comes to the electronics, once again, because of the rules, that’s more of an elevator contractor.

But that’s what we provide.

Yeah, and we sell all over the U.S., It’s really cool.

We sell a lot of colleges.

You know, along the way, it was such a-you have such a high when you first start, and you get your first awards, and you get, you know, and I miss that.

I miss that.

I was talking to my partner, before uh you know, before I came and done this podcast, and I let him know I miss those.

I don’t have quite those highs anymore, do you guys see that too?

I know I think I know what you mean right, yeah it’s an endorphin rush absolutely, yeah something that you haven’t experienced yes somebody finds value in my ideas right, yes, yeah and and you’re kind of it’s a it’s a It was a good driver for me, which I had to learn to have different drivers the longer that you’re in business.

Yes.

That’s for sure.

That’s a good concept, yeah, yeah.

Because, I mean, a sale today, while important, right, and continues to be important, it’s different than it was at startup level, yeah, Oh.

Stage one, yeah, Startup lever.

I’m trying to take anything we can.

Right, you know, and now we’re very selective on what we take.

We don’t want any, quote, bad work.

Right, you know, that that doesn’t fit our team and doesn’t fit our processes that we’ve put in place, yeah, yeah.

It’s OK to say no.

So how does one determine what they want and are they aware that they can choose what goes in that cab?

Yeah, so, so that’s a great question.

You typically, the way that our process works is we get a phone call from the elevator contractor.

And at that point, what happens is they’ll say, ‘Hey, I’ve got customer ABC over here that has a building with 30 elevators in it.’

And they’re looking for something.

One thing that we really stand out in our industry about is we do what’s called design sessions.

So, what we do on the behalf of our customer, and we call this person that owns the office building, the end user, if you will.

What we do in a service that we learned early on while interviewing those different people is that they were looking for someone to take the headaches of being an interior designer with their customers.

So what we do is we step in at that point.

We usually do it over Zoom and we’ll get on and just say, ‘Hey, tell me a little bit about your facility because what we’re really good at, and we really shine on, I’m very proud of, is that we are there to advocate for the customer of what they need, not always what they want.

You sure don’t want an all-glass elevator if you have the public in and out of your elevator.

So it’s really nice.

Yeah, absolutely.

And it’s dangerous for them.

It can break and so forth.

So, what we try to do is find out from the end user first and foremost.

What is your building?

What kind of traffic is your building what kind of traffic is your building getting right and then we start building the design from that point you know yeah um there is tons of rules and regulations on what kind of uh materials you could put inside because of fire ratings and stuff, yeah, yeah.

So weight, I’m assuming, as well, oh absolutely, weight.

Finishes, sharp edges, you know, when you’re dealing with the public, there’s a lot to take into consideration.

But what’s really nice is when we get that end user on the phone, it’s uh kind of two things happen.

Number one, we are always looking to delight our customer, always.

I love that, that’s a Warren Buffett comment that I love-if you just look after delighting your customer and and really stay focused on that, you’re not going to lose, okay.

So the way that we’re able to delight the customer that buys our product, to put it in, and their end user, that’s making a decision, is we step in save our customers some time.

But we’re helping that end user, we’re looking on them, we’re giving them getting them educated on what materials they need, and then sending the samples on our customer’s behalf.

And when we perfected that, our sales started growing exponentially, right. Yeah, that’s

Awesome are typically your customers, um, you know, whether it be the end user or the the occupier of the building, whatever the right term is, right?

Do you do, I’ll call it, you know, pick an office tower downtown that has 30 different businesses in it.

How does that work compared to someone, I have my own building and it’s my brand and my desire.

Are those kind of two separate buckets or not?

Yeah, no, that’s a great question.

I would say they’re actually in the same bucket because most of the time, the occupants of the building don’t have a lot of say in it, which does not hurt my feelings because the more people you get in a room trying to decide on a color.

It’s like herding cats.

It doesn’t go well.

So, you know, the person that’s an individual building owner comes to us.

And I think the only difference is, is he’s spending his own money versus you get into more of a.

A corporate style where you know you either have a group of investors or you know you’ve got a property manager-they’ve just got a budget; they’ve got to stick to it, right?

Yeah, so they’re that’s how they would be dealt with.

A little different there is no budget and what they’re looking for.

It seems like the building is it easier to work with that constraint though in some ways.

You know if they’d say, ‘Oh, here’s our budget: xyz’ right; absolutely, and you say, ‘Okay, great!

Now let’s talk about this, this, and this.’

Now I’ve got that answer.

Now, okay, I can go optimize your budget and meet your need.

Absolutely.

Every time.

Yeah, that is the ideal customer, if you will.

You know, they clearly know their budget; clearly know what they have to spend.

And it’s realistic, right?

You can do it within that constraint.

That’s right.

I’d like to redo my interior for $1,000.

I’m sorry, we’re breaking up.

I’m going to have to call you back.

uh but what you’ll notice is that you know because there’s so many rules and regulations and so much testing that must take place after our product is put in yeah uh the price tag is substantial sure yeah you know sure yeah so that even even puts an exclamation in my opinion on the time that you need to take with that end user and realize no matter how big the company is they’re spending a substantial amount of money and we need to respect that sure right you know what what just give me an idea or bob and i an idea what’s the what’s the life cycle of that and in other words is it gonna is that product typically gonna last five years 10 years 20 25 what’s what’s kind of the life expectancy of you know the the interior design

Of an elevator cab, yeah, for sure I would say, uh, the most driving factor of that is the materials that you’re going to use inside of there, sure right.

Um, if someone and we get this lot, they say, ‘Hey, I don’t have a very big budget.’

What we say is, ‘You’re gonna get seven to ten years out of that elevator interior’ if it’s a public access building, right?

You know, yeah.

And you’re gonna get some vandalism in there and stuff, and you know what?

We find that they have the best success when we have some interiors that last 20 years.

The end user customer only has to spend about 30 more to get that 20-year life, but what is kind of a but that doubles the life.

Right, it doubles life, but and you would think, but do they care about that double life?

They don’t; they may sell the building.

I’m not going to be here in 10 years to make that decision.

You wouldn’t believe how many times we’re told that-you said about selling the building.

They just want to look nice, that they’re not there for the long term versus your example, Bob, that individual that owns the building.

Correct.

He’s ready to spend that 30% more.

You bet.

Did you come up in the elevator down here?

Yeah.

I ride an elevator anywhere I go; it’s just so good.

Yeah.

Well, you want to explore it. Absolutely.

It’s your infinite curiosity.

Yeah.

It’s so full.

Yeah.

The elevator here leaves a lot to be desired in this building. Absolutely. Yes

And what we noticed is during COVID, because a lot of tenants moved out, right, yeah, we noticed kind of a pretty big spike in people buying interiors because they want their building to be the nicest when whoever’s coming back or signing new leases, yeah, right.

You know, we all ride them, yeah, you know, especially in a higher-rise building, you’re going to get on the elevator and you’re looking what are you looking at, yeah, absolutely, right.

Yeah, it sets the feel, uh, no different than when I came up to see you guys, yeah, like you said, you have an older interior.

I’m not saying it’s a bad elevator, but it’s never been here and not being, you know, you could be like, if it was glass and had logos in it and everything, you know, you’d get a different feel when you ride up and get a completely different vibe.

Absolutely.

Absolutely.

So let’s talk, if you’re comfortable talking about the industry and kind of, you know, some of the things that you see, you know, coming down the pike for that, for the industry of LA elevator cabs, right.

Or there, there are different considerations that, are happening in the future?

Is it, is an elevator cab going to be an elevator cab now?

And in 25 years, it’s going to be an elevator cab.

Yeah, absolutely.

They, because of the rules and regulations, they won’t let it advance quite the way we would like to see it advance.

You know, we’ve looked into and done some really deep research on LED walls.

Right.

Sure.

You know, and being able to, and really in the big scheme of things, it’s there; not crazy expensive.

You know, we can make it work.

We can make it work.

The problem is, is they’re not changing the code.

So, I don’t know if you guys have noticed that we’re prior guests, but like the codes 15 years behind of what we really need it to be for that interior.

Yeah.

So, you know, I think there’s a, is there, let me kind of push on that a little bit.

So, is the industry unwilling to spend resources to update the standards because they don’t have a budget to look at that stuff?

Like, let’s say that the material required now and this is just an example is stainless steel and it’s you know, the quarter-inch stainless steel is the the mandatory wrap, okay.

You say, ‘Hey, if we made this this molded plastic over LED, perhaps we could innovate.’

And they say, ‘Well, we don’t have the money to do the fire standards and all the stuff to to test that.’

That’s a good idea, but see you later; that’s right, yeah.

So, to clarify that a little bit, it’s the states and nationally is who writes those codes, okay?

They’re the ones that have to approve.

You can’t get anything right now in an LED wall for instance that’s going to pass the fire ratings inside an elevator cab, right?

That’s what’s unfortunate.

So two things need to happen: they either need to lower the standard inside there, or not do anything and keep it the way that it is now.

And that’s kind of where they’re at; that’s where they’re at right now.

Now, we continue to innovate.

We have an R&D department.

So we’re always doing some innovation.

They had some cabs that they started in the early 2000s called MRL.

So typically with elevators, you’ve got basically three different styles.

You have a hydraulic elevator.

You have a traction elevator that runs on cables.

Okay.

You know, with counterweighting.

And then you have what’s called an MRL elevator.

And that’s called a machine roomless elevator.

What that is, is it’s your most economical.

Think of your hotel going up next to the interstate.

Right.

Very economical.

The materials are a lot less expensive, if you will, for the end user.

However, durability and to be able to take the weight is there’s been nothing out there up to this point since about 2004 to be able to fit that.

And I’m proud to say that last year at our national convention, it’s called the NAEC, National Elevator Contractor Association.

We launched our product to fix that.

So now with that MRL that no one could, you know, service that market, we were able to find something that fit the FIRE rating.

Right.

You know, and fit the weight.

So we didn’t have to worry about trying to lobby to be able to get something changed.

We were able to fit it in that, you know, in that constraint.

Yeah.

Oh, wow.

Yeah.

That’s great.

So really excited.

So, you guys were leading the innovation then?

We are.

Yeah, we are.

And I am proud to say in the last nine years, we’ve won what’s called the Ellie’s Award.

That is the best interior supplier in the United States; our customers vote on that, which is a very prideful thing.

You know, what that told us is we’re listening-yeah, you know, we’re listening to what they’re saying and there was a need; there so we spent quite a bit of dollars, and that goes back to the capital that we talked about right if you’re poking at something that hasn’t been There was no answer for before.

It’s going to cost a lot of money to figure out what the answer is.

Sometimes you’re not sure what that end is, right?

Yeah.

There was for every one win we’ve got, we’ve got nine failures of what we looked at.

Yeah.

Nobody remembers all those, right?

Absolutely.

Yeah.

If you were to quit after nine, you wouldn’t have gotten to 10.

Yeah.

Yeah.

The old WD-40 story, you know, 39 times, you know?

Yeah.

Exactly.

Yeah.

That’s funny.

Change track a little bit.

Yeah.

What do you like to do for fun?

Yeah, so fun for me is I really like learning.

I travel a lot, so podcasts for me and self-learning is very enjoyable.

I like a lot of e-books, stuff like that.

But outside of work, I would say that’s mostly outdoors.

I really enjoy hunting.

That’s probably my number one passion.

Deer hunting?

Deer hunting?

Oh, yeah, deer, turkey.

Yeah, doing a little fishing.

So I’m kind of an outdoor guy.

I really enjoy that.

I don’t have quite the time I want to to spend as much out in the woods as I can.

But it’s getting better as the years progress.

The one thing that I was reflecting before I came to talk with you all, and I thought, what is really different with my life today versus what it was when we started the company?

And I think, you know, I used to take three weeks off to hunt.

I hunted five days last year.

The reason I bring that up is I think with the business owners out there, you’re going to have to accept some sacrifices.

Now, I’m starting to edge off a bit.

I’m starting to hunt a little bit more.

I think as much as I love it, and I told you it’s my number one outside of my family, my wife and my daughter and her husband spend time with.

That is my number one thing I love to do.

I just don’t have a lot of time to do it

Right.

You know, unfortunately.

Right now.

Yeah, right now.

But it’s, yeah, yeah, for sure.

But, you know, I really wish that there was a playbook, if you will, to be able to tell you up front, these are some things that are the negatives. Yeah.

Let’s be honest.

I mean, they are.

I always joke with friends that I know who own their own business, and we always say, ‘Shackled by the freedom.’

Yes, right?

Yeah.

You have the freedom to exercise your choice.

You still have a boss-it’s called your paycheck, to yourself, to your employees, to your clients.

Those are your bosses, right?

Yeah.

And it’s different, and there’s always a sacrifice involved with taking time off.

There is.

I mean, no one’s going to pick up and take your work when you’re not at work, right? Absolutely.

So whatever the unique things that you’re adding to that enterprise are is when you’re not there, they are actually missed.

They’re felt, yes, yes.

That one does not outweigh the other, that’s why I have it for three weeks, you know, since you got to get it right once it’s right, I think there’s time, uh, I’m a patient person, yeah, you know, the time will come, you bet, yeah, exactly, but it’s okay, I’m having a great time, you know, work is my hobby, you know, I, I, and when you really love something, you’re passionate about it, it’s not as much, it’s not a big deal, yeah, exactly, it’s not work, yeah, so we’re, we’re what’s next for you inside of the company, I mean, are you fostering other sales people underneath of you to kind of take over, you know, the day-to-day role and then you’re kind of providing strategy and oversight or what, what where are you at with that, yeah, so I’ve learned a ton, um, sales myself was great, um, leadership on the other hand is a little different animal?

Yeah, it’s a little different animal.

And what I mean by that is I’ve had to learn how to coach people that don’t have the personality and traits that I do.

Right.

I can coach someone that has the same traits as I do.

So, you know, I’ve got a great sales manager, you know, David.

He is doing a great job and that’s, that’s, he is going to be that guy, you know, to relieve me.

And he relieves me right now, you know, with a lot with the team, but, you know, we have eight salespeople on our team right now, you know, and I’m learning more and more how important.

A playbook is you know, to make sure our playbook is right on the money.

Uh, we do have a playbook once again, our president’s vision early on, he’s like, ‘Listen, we need to start working on this for when we do hire our first sales.’

What are you selling?

Right?

Yeah, I’m learning a lot about that right now and I think once we get all that tightened up, I think it’s going to relieve me a lot.

So I think you know, putting that working upfront right now on that as our sales team grows is really easy to lead three people.

It’s really hard to lead them more they hate.

And we’ve posted that, hire some more salespeople.

Awesome.

That’s great.

I always ask owners, typically they’re complaining about their salespeople.

They’re not selling; they’re not generating.

Well, what are they selling?

And they kind of look at me funny and it’s like, ‘No, define what you’re asking them to sell.’

Well, we sell elevator racks, right?

We sell interiors.

Okay, what can they sell?

What can they do?

What decisions can they make?

Where do all the quotes go?

Who does the quotes?

How long does it take to get a quote?

And you start adding all those things up right over time.

And they really kind of figure out that they’re the constraint a lot of times versus the salesperson.

And the salesperson isn’t doing a bad job.

They’re constrained.

They have constraints that they have to deal with every day.

And so you see sometimes that people will leave because of the frustration.

Yes.

If you can now take that and say, okay, what do they need?

And what playbook do they need?

And let them go do it.

That’s every salesperson’s job.

You know, it’s all their dream, right?

Let me go sell, but I need to know what I’m selling. That’s right.

So if you’re heading down that path, that is fantastic.

Yeah.

We recently got a consultant that came in to help us with some of the personalities and understand it more clearly throughout the company.

One of the better spins that we’ve done.

So I realized when I got their profiles back, I realized very quickly that the playbook needs to change because the playbook was written towards my attributes, you know, and, and the one thing, you know, I could sit and complain about the salespeople as well, but I’ve tried to take the, the outlook, if you will, every time is if they’re struggling, it’s my fault.

And I got to figure out why they’re struggling.

Great attitude.

Yeah, really.

Yeah.

It’s, it’s, it’s my fault if sales are down.

Right.

You know, I’ve just got to work with my team, you know, David, my sales manager, you know, we have multiple long conversations on how are we going to change this?

Let’s make sure it fits everybody.

And I think that the end result of doing that, when you take off blaming others, let you see the solution a lot more clear, if that makes sense.

Yes, absolutely.

It does.

Awesome.

Final thoughts.

Yeah.

How can people find you if they want to, you know, use you to renovate an old?

They can find us at Fabicab.com.

And that is F-A-B-A-C-A-B .com.

Log on.

You’ve got a contact link to hit.

Go check our website out.

We’d be happy to get with you and design something that would be looking beautiful for you.

That’s awesome.

Thanks for coming on.

Hey, I appreciate you guys. months or so after you get through this playbook process.

Absolutely.

I appreciate it. Thank you.