The Dealer Playbook
The Dealer Playbook

Episode 507 ยท 4 months ago

Brooke Furniss: Modern Dealers Need Modern Leaders

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Brooke Furniss is the President/Founder of BZ Consultants Group and host of the Facts Not Feelings automotive podcast. In this episode of the show, aside from talking about her obsession with Nike sneakers, we explore the attributes of successful leaders within the retail car business.

Key takeaways about leadership in the modern retail car business:

09:20 - Brooke and Michael talk about the differences between North American leadership culture and what she observed while living abroad. Do places like Japan have the same "hustle" mentality that we've adopted in the West?

14:14 - Are the needs of leadership with the car dealership evolving? Brooke shares her thoughts about the current leadership needs and where things are leaning in that regard. Brooke points out that there is still a divide in the industry's understanding of the term leadership. There are still many who blur the lines between management and leadership, but Brooke submits that those are two very different responsibilities.

15:02 - Do top-performing car sales professionals make good managers or leaders? Not necessarily. Why? Often it's because car sales professionals have only had to focus on their performance but carry no responsibility for their peers.

15:34 - Great leaders are constantly learning and seeking growth. They refuse to remain stagnant in their way of thinking and are always looking for opportunities to serve their employees.

18:45 - Leaders are good about finding people who are better than them at specific jobs. To do so effectively means that we must remove ego from the equation. Delegation is not easy for those that have always done everything themselves because it requires inherent trust in the members of the leader's team.

21:22 - Brooke shares her thoughts about where leaders should focus within the next 12 - 24 months.

Listen to the full episode for even more insights and context from Brooke Furniss!

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๐Ÿ‘‰ Thanks, Brooke Furniss!

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Get Your Google vehicle adds up and running fast with FLEX DEALER DOT COM. The car business is rapidly changing and modern car dealers are meeting the demand. I'm Michael Cirillo and together we're going to explore what it takes to create a thriving dealership and life in the retail automotive industry. Join me each week for inspiring conversations with subject matter experts that are designed to help you grow. This is the dealer playbook. Hey Gang, welcome to this episode of the dealer playbook podcast. So glad you're here. I'm sitting down with my new PAL Brooke Furnace. Sometimes there's a letter C in the middle. Brook CE furnace. She's the president and founder vs Consultants Group, a Digital Marketing Company, who takes pride and speaking. I love how this says this on your Linkedin by the way, Um, so that they don't have to understand the techie lingo. Yes, this is fantastic. We're gonna be talking all about leadership, how it's changed in the last twenty years and where we see it going in the future, especially on the heels of or not the heels on the toes. Dare I say, of a recession. Brooke, thanks so much for joining me on the dealer playbook podcast. Thank you for having me. I'm so honored to be on not only any podcast, the dealer playbook podcast. Like this is a big, big honor. I'm so excited to be here. Well, you know, it's funny how Um we went back and forth. I was like, we've experienced a first in my nine and a half years doing the podcast and we were both interested in having one another on each other's podcast, because you've got your podcast. Remind me the title again. It's called facts, not failings, with Brooke Furnace. Okay, love...

...this. Facts, not feelings. I actually was gonna say it backwards. I was gonna say feelings, not facts. But anyways, so I send you the booking link. You book, thinking that you're booking me to be on your show, and then after when we were laughing about it, realizing the confusion, I couldn't help but think how do she of me would that be if I was like, yeah, I'll be on your show, here's my booking link. You Book, you book on my Kell. It was so confusing. So and I, you know, I thought, okay, what would he you know, with some great topics for him, and I'm thinking through it as I'm booking and I'm thinking this looks really confusing. I'm pretty it looks like I'm booking on his show. Well, maybe I am. All Right, now I'm on the number one podcast and I'm on a fantastic alright, dust my shoulders off. You're a little bit here. So awesome. Well, I'm glad you're here. We of course met, I want to say, for the first time. Um, and if we have met prior to Napa a few weeks ago at Brian Pass's event, then I guess I am a Douche, but I'm pretty sure that was the first time we've actually shaken hands embraced in new friendship. and Um, you know, I was delighted to see how fun loving you are. You're a you're a shoe, a footwear enthusiast. I was trying to find a fancy of saying a little bit of a sneaker head. Yes, and yes, how deep? How deep does this enthusiasm? It's a little bit, a bit of a problem. It's a little bit of a problem. There's the twelve step program I've gotten to step one, to to admit I have a problem and that's about as far as it goes. was like there's a little bit of a Nike mishap last week where I hit on one of the Jordans ones and then the next day there was like I think there must end up being like six shoes that released and I go, Oh, I'll try to hit on at least one of them. I ended up pitting on four or five of them. So she was just George just kept getting delivered and I haven't told my other half yet, so I just kind of had to have them hidden...

...over in the corner. I think all in all in total, I think there were six Jordans that end up up getting delivered yesterday last week. So so yes, all in total, at one point before I moved out to Chicago, I had, I think, three hundred pairs of Jordan's. And then there's I've broken and torn a lot of things. I shoutowed my foot when I he'll um my shoe size changed, and so I started to sell them off. So now I have, I'm gonna say, like a hundred and fifty pairs and I've got like stuff from like were in ninety nine and two thousand's and I have the newer ones as well, but I have Jordan's and, you know, old school Nike shocks and Adidas and all sorts of stuff, but the Jordans are the ones I really, really love. And it is a it's a massive problem. That's hunter cent is. I'm fully aware of it, fully aware. My mind immediately goes to the fact that I have a closet full of clothes that are all black t shirts and I did that to kind of try and follow Mr Robot Zuckerberg's theory of like trying to just minimize decision making on things that don't require a lot. Uh. But this sounds like you wear all of these shoes. So I do now, back when I first so I've been collected for twenty six years, I think about now. So when I first started collecting I was still playing, still able to play ball at the time, and so there's only probably maybe I'd say two percent of the shoes actually wore and then they back in the boxes when clean them. Be Some O C D that way. Uh, and now. But then then when I said, Hey, I shout out of the foot, I'm not gonna wear them again. You know, I'm not gonna buy anymore. When I started recollecting, I said, if I'm gonna Start Collecting, I am going to wear them, and that was part of the deal I made with myself that I'm gonna going to be throwing down this type of coin on shoes, I'm going to wear them. So now I actually do wear them, but before I had, you know, three hunder pairs of shoes and I was I was wearing I would say, I don't know. I said one percent of them. So now I do, but it does you you've got to say, all right, what goes with...

...this? If a summertime, they're they're different. You know what summer more summery shoes like the Jordan's like the low ones are a little bit more versus the mids are high. So it's labor intensive. There's a lot of time and energy that goes into what shoes should I wear? And then when you're traveling, now there's this precedent that you know what's Brooke, how many shoes, of pairs of shoes are brook going to take to a conference and what? I can't wear the same shoe more than once. So it's it's it's a lot of work. To put into myself to what shoes to bring. I was at Costco and I found this nineteen dollar little suitcase that's slightly smaller than your average carry on and it is my mission when I go to a conference, to see how I can get like six outfits into that one thing. Usually means I have the hard decision to make, which is what shoes am I just going to wear through this entire thing, because whatever is on my feet is like how this is gonna go. So I can't even imagine all of the what shoes am I gonna wear today? All this kind of stuff. There must be a spreadsheet. I'm only assuming there's got to be a spreadsheet. There are lots of videos, and that's obviously for insurance purposes as well. Every time I gotta do whatether, there's gotta be video for insurance purposes. But prior to me starting to wear him again, I was traveling three weeks out of the month and so I'd be gone for at least a week at a time, if not ten days at a time, and I lived in Japan for a year and I was I was gone for that time. So I had two suitcases for a year. So I used to be an incredible packer like you, where I could just have a little carry on suitcase, my little way suitcase. Not that I'm plugging away, but I do let my way suitcase where I would pack everything for a week. And then I met my now husband, where he is a massive overpacker and it'd be like a week and he's got two, you know, full suitcases and like what are you doing? Well, now he's rubbed off on me and it's like okay, well, if we're gonna overpack, I guess we're over packets. Not gonna I'll just take an entire suit carry on for my shoes. Let's go with it. Why not? So you know what I...

...love about doing this show? I love that, you know, when we first started years ago, it was like get ready into you know, we gotta we got hey teach them something. I love that all these years later, what I've realized is I we can talk about whatever the balls we want to talk about, and I love getting to know you and I love that the audience is getting to know you and that they're gonna be on the lookout at any event where Brooke furnace is attending and they're gonna be. The first thing is they're gonna be looking at your feet. Well, that's true. I make shoe contact before eye contacts. So if someone I walk up, they're walking. I'm I'm not looking at why you were frowning when you met me the first time. You were you look at you you actually I know. It's not just like you know kicks. It's like I'll recognize if, like all those are nice pair of Italian shoes, like I'm going to recognize. Okay, yeah, so about himself. He used let his shoe game go. That's unfortunate. I hope he has a pretty spouse up a little bit. He stuff that you need stuff game. You mentioned Um living in Japan. I want to just touch on this a little bit because I I think I'm I want to try and connect some dots here. So obviously we know North America has a very distinct and what I would say emerging culture. I lived in the Philippines for a couple of years and I know that things in Southeast Asia six thousand years ago are pretty much the same as how they are like culturally, belief systems, Umm morals, things they care about professionally and and at home. Slight differences, slight similarities, but I mean we're where, we're in North America and we latch onto buzzwords and and oh it's culture, oh it's whatever. What were your observations being in Japan? Do...

...they do they tend to follow more of a Western sentiment as far as leadership is concerned or professional culture is concerned, or is there a different mode of operation? So a couple of things with Japan. First off, I speaking of Buzzword Bingo, uh, culture, uh, there. I have never been to a place that one is so safe and so clean. That I was working, I was working with Broadway shows that it was Broadway show called blast, and we would start very opposite normal hours. So I'd go to work at four PM and then would go to bed at like three am so I could go out running or work out at three o'clock in the morning and feel safer in some places in America. In America's in America at noon. So super super say super super kind, and the people they're ment they are just so insanely kind, very very kind. Give the shirt off the back to anybody. That was first and foremost. Secondly, we would go. Now, Ramen is very big in America. But at the time, if I go back ten years ago, that you really couldn't find ramen here. So we would go, you know, midnight, go to a Raman car and be having having Ramen and you would see twelve o'clock at night and every single building had lights on. So people the work echort. There was almost two probably detrimental people were working all hours of the night. At one o'clock in the morning you'd see someone, you know businessman, coming down getting the ramen and going right back up. That's like we're all just kind of sitting around like, Oh, this is kind of crazy that people are working this long. Now I'm not sure if that's still the case. That was in two thousand's two seven I was over there, so maybe it's changed, but that was one thing I definitely noticed is that it was very, very hard working. The second thing I noticed was that I was I was younger, I was twenty one. I went brother and you know you're younger, so...

...you don't quite have the financial assistance to purchase certain things. But one thing that I was driven into me really pretty hardcore, was I was like, oh, so I can maybe get some Louis Vaton knockout, because everyone had like this old Louis Vuitton Wallace and I was like, oh, I can't necessarily afford that. So I was talking to counterpart of Mine and she goes, Oh, no, no, our culture, we we don't do that. We buy everything's got to be real. We don't do knockoffs. And I was like, oh, that's different. In our culture everyone's like I want to go down to you know, canal straightened by whatever it was. So there's just different things culture wise. When it comes to you know, it's got to be, you know, very, very strict when it comes to certain things. And the work ethic would I was just kind of blown away that here that I don't that would never fly to be working everyone in the office until midnight and don't stop. So those are some of the things that I noticed at least. I was just having a conversation with one of my team members, Um our director of demand Gen and she had just been at an event and she spoke and she crushed it and we were kind of dissecting why, you know, and lots of people shaking her hand and saying hey, come, you know, speaking invitations and all this, and I said, but you know why that is right, she says. Well, why? I said because you've put in the work. There's substance. Now you made me think of that when you use the word knockoff, and I think this is really interesting when contrasted against what we want to talk about. North America does have knockoff culture. I got the knockoff like Calvin Klein, our our version of C K one, and it's like target brand's knockoff or or whatever. We Love knockoffs and so so much more prevalent. In my mind, and I love your take on this, is when you go on social media. It's clear when you're a knockoff, when you haven't put in the work. So here we are professionally, especially as it pertains to the automotive industry. The buzz that we've latched onto is leadership, culture, et...

CETERA. Everybody's got an opinion, but it is so very clear in my mind who has not put in the work. Yeah, so I'm curious your take. What, why do you think that is? Where do you where? Where are things currently in our dealership landscape as far as needs of leadership and and what's your take on what we should be focusing on in this industry. As far as leadership is concerned, well, I think when you break down there's a there is a stark difference, in contrast, if you will, between leadership and management, and too often it gets confused with the same thing and they're not. And so if you're looking in a Um in a dealership world, it's all little billy or little susie over here is selling hunter cars, so that mays mean that he or she needs to be promoted manager. No, that's not how it works, because most likely little bill or a little susie has been trained to say you be a killer, you'd win it all costs. Does that make a good leader a good manager? Not necessarily, because that means that they've most likely focused on me, me, me, me, me, which doesn't make a good leader manager. Then there's the differences. Someone can be a great leader to make a good manager because can they can actually manage people, because they go hand in hand. But they're not the same thing. So if you take that outside, you have your own company, for instance, are you? Sometimes you find that people will say, I'll not say, they just they get to the top or they think through the top and they're like pounding their chest. What happens? Then? Someone's gonna come up and knock you out the mountain. So you have to constantly learning, constantly saying how can I better myself? I had a great conversation with Jerry Kilway last week and he had a great scening. So I'M gonna steal us from him. It's not mine. Give Him all credit for it. He's like what happens to a pool when it becomes stagnate? It's, you know, stagnant water to sist there and it gets all MOLBI and nasty. And it's so true. If we just become stagnant, what we do? That's no one's gonna want to be around us. We get all nasty and mildewy and, uh, it nasty and someone's gonna...

...probably make me into meme and let me looking like that now. uh, but it's so you know, you haven't made it until you become a meme. So there you go. Uh. But it's so true. Is that you've got to keep learning, you've got to keep growing, keep asking questions, keep raising your hand and saying how can I improve myself? And I think when you look inwardly and say how can we do that and then getting to the problem is they're moving that ego and I think that too often is that it's well, that can't happen to me, or it's it's gotta be you. I had a situation where I had a this is actually back in before I had my business, that was a employee that I just couldn't seem to figure out why I couldn't connect this employee and I had tried everything under the sun, and I mean I was asking other people, I was researching, you know, asking everybody outside the dealership, and I finally just said, you know what, there's got to be something maybe happening at a home that's causing this issue. So I finally let's get this person out of the dealership and just take this person for lunch and maybe that then this person will open up. And that's what it took to finally get the person out of the dealership to open up, the figure out, oh, there's a whole situation going on at home that is causing the person not to be able to retain anything, and it was so freshing because I was like what am I missing here? But it was something to happen at home or whether it's you know, removing that ego to say hey, maybe the people just don't want to hear my voice anymore. So bringing in someone else to teach them. But removing that EGO. Is So, so, so, so big and known as a leader or manager that it's sometimes it is you, it is you and it's not them. And so I think that all those things go into what a leader and a manager manager really should be and in order to grow into prosper and all the other buzzwords you want to throw in there, to move a forward. Yeah, that makes that makes total sense. Um leadership requires so many more or soft skills then hard skills, doesn't it?...

And I think that that's something you make me really think of when you draw the distinction between leadership and management. Um, often in this industry, as you pointed out, we get promoted or we rise the ranks, so to speak, predicated on hard skills. I was able to sell X, I was able to do this much, I was able to whatever. I had an interesting conversation with with David Spisak and we were talking about my company and getting to the next phase of growth, and the one thing that really stood out to me that he that he talked about is knowing what I'm not good at so that I can give it to somebody who is good at that thing, and that requires, to your point, removing ego. Well, it's my business. I started. I should be good at all the things. I mean, and this is where we came from Um, and I think often that's how managers look at it. They go, well, no, nobody, you can be better at the thing that I am. That's why I'm the manager, and I just find like that is a weird sword to fall on, but it's also a sword you created for yourself because you didn't give yourself any thing else. Right. What's your take? Hunter cent degree to like you just said, is that one of the best things you can do as a manager, as an owner or even as an sells person. It doesn't matter what employee, what happened employee. You are surround yourself with people a hell of a lot smatter than you. It is I cannot stress that enough. And yet some people, to your point, will just say, nope, I can't hire anybody that's smart. That's not that they've got to be this level and below. Why would you do that? That makes absolutely no sense to me at all because when I hire someone that's smart, to me, man, that makes me look so much smarter than I really am. That's exactly what I want. I want someone that's going to bring me up, because when that person succeeds, I succeed and when this person...

...number here's this sees man, we all succeed. So it's just opening their eyes a little bit. But when someone says I'm only going to hire x and below, all that does is screen to their insecurities. So if you can reach down that person and say, okay, let's talk about this, if they're open to that, and figure out, okay, why is it you're doing this and, you know, talk to them a little about that. If they're not open to that, that's a whole there's you know, there's nothing here the new about that. But if you can and say hey, here's what happens when we do do this, man, all of us a succeed. At the end of the day, it's going to help your paycheck, is going to help your bottom line, is going to help your gross profit, it's gonna help all of us. Yeah, it makes total sense. This is really kind of a good, you know, overview of where things have been in the last who Lord knows how many years? Right, let's let's just call it the last twenty years. Moving into the next twenty years, though, we're faced with so many different types of challenges um and that's why I wanted to kind of start with Japan and get an understanding of how things function in other parts of the world, because there's similarities, but there's also differences and I think it's important, especially as we put this content out for a global audience, that we we do our best to try and understand. Am I living in a vacuum right? Especially in the America's we tend to think that if it's happening here and we think a certain way, that's the way everyone every where else in the world thinks and acts and functions. Totally not the case. But drawing on the similarities as it pertains to leadership, where should I be focused over the next eighteen months, five years, twenty years? Where are things headed? What should leaders ultimately be working on, focusing on and deploying in their organizations? I think you always focus in house. That's first and foremost, as you focus on your people. Because of your people, you focus in house and that's always going to go outwardly at the end of the day. I don't want to use buzzwords here. So just working internally, if your people are happy, and it...

...starts at top, if if you're happy and you you invest in in your people, that is going to show forth on into everything else. So I know as if I focus this, I focused on on my employees and say hey, I'm investing you because I invest in the best and your smiss not words. I gotta make that very, very clear, because you can talk all this blah blah, la La, Yada, Yada, Yada, but it's actually doing it and there's there's obviously a lot of things you can do with that. But when you do that, then I then they know, hey, I'm going to run through a wall for her because she's going to do the same thing for us and she's actually proven that with what she does in her actions. Then then when they interact with with the customers and the clients, that's gonna show and the clients from be like wow, holy crap, they like they love their job and they love what they do and that's gonna go forth and then the clients will be like Hey, you're gonna go and work with with them, because they they're phenomenal, and that's just gonna it's gonna continue to the continue to go and go and go and go. So when you start at the base level and the foundation, that's the most important thing. All the other stuff is is icy, in my opinion. Yeah, and could be used as a band aid if if placed out of sequence right. Like I love how you say foundation. where? where? What's the first thing we do when we build a house? We lay a solid foundation, right. And and so I love the visual of us, as you point out, of of building on your foundation. But also to your point, you know, I know there's a lot of people that say, well, but what does that look like? And I love that you say it's not just words. Words are cheap. It can't be talk. So what kinds of things have you observed as you work with your clients across your client portfolio and throughout the industry, as you travel and go to events? What are some common leadership attributes or traits that you've picked up on that the most successful organizations utilize versus those that seem to perpetually struggle? Yeah,...

...great questions. So, when it comes down to all, say, dealership land is when you look at the employees, I'll say from like a benefit the benefit people will throw around. Oh, we have great benefits. What are your benefits? That's what I'd like to know. What are your benefits? Oh, we do for one K and we do health benefits. Once again, what are your benefits? Because I've been in the I've been in the dealership world and I've been outside the dealership world and nine times out of ten your benefits are cannot compete with outside, the outside the leadership plan. So lay that out. Are Your health benefits actually that good? Do you actually cover it? Because you're most likely not. They're usually not as good. To lay it out. Do you offer? Do they have to work on Saturday's? Do they get Saturdays off? Do they? Do they come in and be like Ah, you know what, you've got to work bell, the Bell every single day? WHY WOULD I? Why would I want to come into that like that? Should not? Do you get trained, or I just hey, we're gonna throw in the deep end and good luck Ho you figure it out, because the best out there are actually training. Do you say that? You know what? I was a great example. I was talking to David Long yesterday and I sent him a text and had Stephanie on it instead. He Goes, Oh, actually, Stephanie's on vacation. Immediately took Stephanie off the off the text chain. Like what other what other GM and manager is doing? Like, Hey, you know what, she's on vacation. So I I pride myself to say, Hey, if someone's on vacation, delete your freaking email APP. I don't want to hear from you. I'm not gonna bug you. If someone's on a text chain, I'm going to delete you. Like how how many dealerships are doing that right now? How many businesses? Not even dealership, how many businesses are doing that? I was talking another colleague that. There it is mandated. I won't say it's mandated, but it's highly encouraged that when they go on vacation, that that if a dealership calls them, they answer. What? What? They can't ever unplugged. That is the whole point. You should want to encourage your employees that where they go, uh, when they're off,...

...that they're off, so when they come back there recharge, they want to make more money, they want to come work for you. That's the whole point. So making sure that they're fully trained, that they don't jump in and not know what the hell they're doing, that they're not frustrated. It's like, I never even I never even had the tools to train me, whether it's the training, whether it's the the actual equipment, whether it's, you know, the right managers, having the communication. There's so many parts that go into actually being able to do that first step, before you ever get to the first step of selling or or getting behind the wheel or, uh, if you're in fixed stops. There's so many things that going before you actually take that first step. Are Those things in place? And then from there, are our communication barriers open? Is HR accessible? Uh? And then, from there, like I said, the the actual hardcore benefits. Uh. Don't just say that you have benefits. List them, make if you if it's if it's possible, make sure that they're good. Otherwise you'RE gonna YOU'RE gonna lose them to Uber and lift and everything in between. Oh, that's awesome. Um. And all of that makes me think of one word, and it is for leaders in particular, and that word is mind being. It's mindfulness, being mindful of the needs of each of your team members. And you know, like your example of of David. Some people might be like, well, no, she, she's she needs to be in the no, she's a part of he's being mindful of the fact that she's recharging and and I love that, you know, being being mindful. I heard Um, you know, one of my team members was sharing the fact that she could tell when leaders had integrity because they were concerned about the lowest paid person on their team. Um, and she shared an experience of of Um, she was just at this event in Toronto and she...

...says, I can tell the leader of that company as integrity because the entire time we were at dinner he was concerned about a brand new team member who he knew had CELIAC's UH disease or disorder or whatever it's called, and was just so concerned the whole meal that they were getting taken care of appropriately. So mindfulness and to your point, benefits. To me. The benefits show how mindful an organization is on the people that matter most, and sometimes it's easy for us to get the wires crossed and be like, well, customers matter most. Without them there's no revenue. No, no, they're supposed to matter most to your people. Your people are supposed to matter most to you as the leader, and what can you do to help, to your point, enrich and empower them and and lift them and edify them so that they can go and do the work that they were higher to do, which is to take care of the customers? And so Um, I really, really love your mind on this. Um. where, where do you see things going in the next ten years? What a leaders need to be focused on? I mean, yes, people, yes, mindfulness. Is there anything else that you could add that that we should be focused on? I think the industry right now is in an interesting time for a lot of different reasons and there's some unknowns, there's some scary things that are coming down the pike, or maybe coming down the pike. So I think as leaders, don't lose your spine and don't lose your voice. I would just caution that so much right now with a lot of things coming down the pike that can directly impact not just the dealers, not just the owners, it also directly impacts the front and the back end significantly. So I just caution that we do not lose sight of the end goal, UH and to not lose sight that right now we might be doing very well and as most people are,...

...and and to not lose side of the long goal and to not lose our voice, not lose our spine and to stand up when things uh, just yeah, don't lose your spine, don't lose your voice. I love it. Brook, thanks so much for joining me on the PODCAST. How can those listening get in touch with you? Yeah, I'm I'm abusually about everywhere. We I'm on Linkedin, I'm on Instagram, facebook, we do. The podcast goes live Mondays and Friday's. Friday's we are now switching to twelve pm central a week. We're not as cool. We have a cool background. Yeah, Hey, nobody listens. Who Cares? That's also true. That's true. We're still get that point. So, yeah, so we're really about anywhere. You can follow me my personal account or the deusy accounts. It wasn't either either. A good so we honestly anywhere. You'll find me amazing. Highly recommend you guys go check out brooks profile on Linkedin. That's where I've seen you posting a lot, and definitely check out her podcast. Will Link to it in the show notes. Brook, thanks again for joining me on the dealer playbook podcast. Thank you so much. Appreciate D I'm Michael Cirillo and you've been listening to the dealer playbook podcast. If you haven't yet, please click the subscribe button wherever you're listening right now, leave a rating or review and share it with a colleague. Thanks for listening.

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