Good morning, and welcome to another Motivational Monday. My name is Matthew Hodge, executive vice president here at LPT Realty. If you could hear me okay, please give me a quick thumbs up. Fantastic. Alright. I'm gonna bring in Robert Palmer, founder and CEO, who is joining us from Yellowstone Club in Montana. Morning, Robert. How are you? Hey. Good morning, man. Good. Good. Alright. We're gonna give you just a few minutes. I think there was a refresh of the link this morning that was taking some, time to come through. So, we will give it just another minute or so for people to, get in. It says, someone noticed that you've shaved. So, hopefully, we'll, we'll talk about rates today. Hopefully, that's still moving you in a positive direction. But we will give it just another minute or so. If you could, while we are here, just type in the chat where you're from. I always love to see where everyone is tuning in from. So if you're tuning in from a hub or if you are tuning in, you know, just from your home, love to know what state and city you are tuning in from. Dave, I think some people are saying, music, sounds a little bit low. And then also remember, one of the guys or is it just just Taj? How do he's low. I'm low. We're both low. What do you guys say? Okay. You got me up? Yeah. Perfect. Okay. And one other thing real quick. When you are responding in the chat, there's two options. I think by default, it says host and panelist. If you type it there, only Robert and I can see that, and that gets lost very quickly. But if you put it to everyone, then that is something that everyone can see. So just make sure in the in the top part where that little blue button above your type chat, it says host and panels by default. Just select that to everyone and then everyone can see. But love to see where everyone's from. Great. Fantastic. Alright, Robert. If you're okay, we'll go ahead and get started now. I think we've got, most things figured out. Oh, I saw Canada fly by there for a second ago. So welcome, welcome, Canada and our West Coast. I saw some California and, some early risers over there. So excited to have you guys. But alright. Let's, let's go ahead and jump right in, man. How was, how was your weekend? It was good, man. I'm still I still got this cough. Like, I'm still trying to kick the final remnants of whatever I caught. But, did a little skiing this weekend. We had some fresh powder out here. It was good. You know? I only worked a little bit this weekend, which was good. But, I'm good. A good weekend. How about yourself? Oh, man. I, I'm fighting the good fight. My wife was, got sick. Whatever's going around hit her, and I've been trying to fight it off. I've been, like, sounding nasally for, like, the last week, but I'm pounding a ton of ice and, you know, hoping to make my way through it. But excited to be here today. Of course, you know our commitment. We'll never miss a motivational Monday. And, so, you know, that's right. So we are we are on the path. But we're gonna talk about some things today at the macro level. I know we're gonna talk about some brokerage updates in terms of, you know, NPS scores and things like that and what we're doing to improve the experience for our agents. And so we'll talk through that piece. But then we also wanna talk about what's happening at the macro level. And there's been a ton of questions around you know, what economic I guess, kind of policies and decisions are driving some maybe people's buying decisions. And so a big question has been around tariffs. Like, how is that affecting kind of the US and and what does that mean for buyers or sellers who are nervous, you know, in this time frame? So I was hoping that you would be able to, you know, at some point today, walk us through maybe what that means from, from your vantage point. Yes. I'm gonna talk about the tariffs purely in the purely in the aspect of what is this gonna do to interest rates, what is this gonna do to inflation potentially. And and look, there's a lot of unknowns. One of the things I will tell you is I know there's a lot of speculation right now. I've seen a lot of headlines. Oh, tariffs are gonna push prices up. Prices go up. That is inflation. We're gonna see rates get worse. And and it's just not that cut and dry. And here's how I want you to think about it. Alright? And, again, this is there's a lot of economic data. I've been in this for a long time. I've seen a lot of things that were supposed to cause rates to go up that didn't, vice versa. I will tell you this. The the initial reaction so far is the ten year treasury has not been bothered by the tariffs. It stayed. It was up last week. We had a nice little improvement in interest rates. We have stayed there. While the stock market reacted very negatively to the tariffs, Dow futures were down considerably overnight. Tech stocks were getting smashed pretty good. The bond market ten year treasury stayed solid and good for us. Now why is that? Well, think about this. Prices alone don't always equal the type of inflation that the Fed is worried about. And so the Fed doesn't just look at at top line inflation. That may be what a lot of the headlines make us think. But if we go back and look at, during during COVID and when we had the initial spike of inflation, the Fed labeled it what they called transitory. They said, hey. We don't think these prices are being caused by traditional inflationary forces. We think this is due to supply chain issues, global disruption. We're not going to start raising rates. Now they waited a little too long. We ended up overheating the economy, ended up where we are. But the Fed just doesn't look as, oh, our price is going up. If they did, them raising rates would actually make inflation worse. I want you to think about that. In the short term, when the Fed raises rates, what happens? Mortgage payments go up. Car payments go up. We've actually seen a situation now where home prices have gone up dramatically over the last two or three years because of the higher interest rates, because of the lock in effect. Okay? So at the end of the day, it's just not as cut and dry as to say, hey, because of these tariffs, certain items are going to become more expensive. And while, yes, more expensive items equals inflation, the Fed doesn't look at that in a vacuum. What the Fed is more worried about is the job market and the overall strength of the economy. K? So there is a fear right now and a lot of people are saying, hey. These tariffs may hurt the overall economy. These tariffs may cause people to lose their jobs because if we export, less products over here and and we import less products over here, there's a rebalancing that goes on. And so now what economists are trying to figure out is, are is this balance going to going to cause there to be more jobs or less jobs in the US? And a lot of the forecast we've seen are that this is going to cause some jobs to be lost. If car prices go up, if lumber prices go up, some of these things that are being predicted, again, what's that gonna do to the broader economy? Well, if building costs go up and new home construction gets more expensive, we know builders will likely build less, which will make the inventory problems we've been facing worse. Now that may be okay because we've seen a little bit extra inventory hit the market here, in most of the country. If car prices go up and become more expensive, will people buy less cars? Will that cause there to be an overall weakening in the economy? And so it's this balancing act right now. I believe that overall, a trade war, any type of trade war, which is what these tariffs could cause, is bad for the overall economy. If it's bad for the overall economy, that is good for interest rates. Remember, we're in the one industry out here where we're unfortunately cheering for the economy to get a little worse because that's what's gonna take to drive interest rates down and unlock a lot of this inventory. So a prolonged trade war, and a lot of this depends on how long do the tariffs last, how do other countries react, but all in all tariffs in themselves are not going to make interest rates go up overnight. They didn't make interest rates go up overnight, and I believe the longer they stay in in in effect, the more damage that will do to the overall economy, which will actually be good for mortgage rates. Okay. So I've got actually a question here. So you talked about, a concept that says, hey. There's this lock in effect. And I know that we've talked about extensively in the past, but maybe there's new people who don't really understand what you mean. When you're saying that home prices have gone up because of this lock in effect, can you give me a little bit more background on on what you mean by that? Yeah. So a lot of consumers are unwilling to sell their house right now because they have such a low interest rate. Remember, we had this window of time where everybody pretty much in America refinanced their home down to a, what I will call ridiculously low interest rate. Alright. And and I was deep in it. My company, my mortgage company set record volumes, made a bunch of money, like, we definitely benefited from that refi boom, but I can also honestly say that the Fed drove rates too low. We didn't need rates to be in the twos to accomplish what they accomplished. That could have easily happened in the mid to high threes. And if there hadn't been an extra point of gap, maybe some people wouldn't feel so locked in. But you have people saying, look, I have a rate in the twos. I'm never gonna give that up. I'm never going to sell this house because I have such a big arbitrage. My rate is in the twos. Current rates are in the high sixes, low sevens. I'm winning by staying in this house. And so you have people who need to move. They need to move across town. They need to move into a bigger house. They need to move into a smaller house. Some of them have decided to rent out the old house, which means that's one less inventory home available, but then they're gonna go try to buy a new home, which is putting even more pressure on inventory. So we just have this big pressure on inventory in most of the country. We have seen that start to cut loose a little bit. You know, buyers finally started to pull back on this last interest rate rise, and so we're seeing inventory stack up a little bit. Days on market has increased a little bit. And so, again, we're seeing this weird situation where less people want to sell because of the lock in effect. We had good buyer demand for two years. It only takes a little bit interest rate drop to get the buyer demand to come back. What we know is it's gonna take a much larger interest rate drop in order to get people to unlock and decide to sell their house. Now the other factor that's at play there is time. The longer someone has that mortgage, the more they pay it down and the more their home goes up in value. And the bigger the gap is between what you owe and what the home is worth, the less valuable that interest rate is. I want you to think about this as a kind of a crazy example, but let's say someone owned a five million dollar house and they had a ten thousand dollar mortgage on it with a one percent interest rate. Do you think that would be very impactful in their decision making? Right? Is someone going to not sell a multimillion dollar house because they have a ten thousand dollar mortgage at one percent interest or even zero percent interest? The answer is no. Right? And so while that's a very extreme example, what it points out is the larger the gap is between the amount consumers owe and the value of the home, the less impactful that lock in effect is. And so we have two things happening right now. Consumers are paying down their mortgages. Right? Every time you write a mortgage payment, you are reducing that balance. Now it starts out very little in the early years, but it gets bigger and bigger and bigger as we go. If consumers did a ten year mortgage or a fifteen year mortgage, they're paying those things down pretty quick already if they took it out when the pandemic first hit in twenty twenty. They've already had almost five years worth of mortgage payments. If they're on a ten year mortgage, they've made massive pay downs and at the same time their home value keeps going up. So that gap keeps getting wider. And so while it's not as extreme as a ten thousand dollar mortgage on a multimillion dollar house, there is a point where the lock in effect doesn't mean as much. Oh, I'm I'm I'm sitting on a million dollars in equity and my mortgage is down to two hundred thousand. The the low rate isn't that big of a deal anymore. Where it's like, hey, if my mortgage is six hundred thousand and my house is only worth seven hundred thousand, the benefit, the arbitrage of that low rate is greater. So every single month that goes by, home values are continuing to go up and mortgage balances continue to go down. So even without a rate drop, at some point, we will get out of this. At some point, inventory will will normalize. However, if we saw a significant rate drop, you would see lots of people start to sell their homes. That's such an interesting concept because so many people think about, you know, the interest rate benefit based on what they maybe the house is worth or maybe what they originally started out with. But to your point, if someone is say, you know, paid off half of their mortgage and they're only paying, you know, they're at that low rate of two percent and there's only two hundred thousand dollars left on the house, their mind's thinking, oh, well, it's five hundred thousand because that's what I paid for the home. But that's not really what they're paying the interest on. It's the balance of the two hundred thousand. And so that's a very interesting thing to be saying to our consumers and helping them think about it differently because a lot of people don't really unlock that next kind of thought. They're just, you know, stop at the, hey. I purchased a house for x. My interest rate is this, and so I'm gonna stay here forever. But to your point, you know, as that equity starts to build, that little bit of, mortgage left becomes less and less impactful to their decision making process. So definitely make sure if your sellers are not thinking about that, you're highlighting that. And make sure that's on a mental block for you as a a real estate professional so that you aren't creating your own obstacles or buying into the old narrative, you know, creating your own obstacle for someone why someone shouldn't sell. So, I love that concept. Yeah. The big thing, Matt, really at this point is the Fed really is more focused on jobs right now. I mean, you gotta think, like, inflation went completely out of control. Like, there were some Okay. What, nines and tens readings in there. I mean, they were very brief, but it happened. You know, we're back in the the twos now. Like, inflation, I think, is less of the concern. At this point, it's the it's the jobs. It's the fact that the economy still feels overheated because people aren't losing their jobs yet. And, again, we're we're in this weird industry. It's like we're we're deep down cheering for some some pain in the economy. Right? Like, you know, like, we want a bad jobs report. Well, a bad jobs report means a lot of people lost their jobs. Right? It's just it's this weird counter thing where for rates to start to go down, there needs to be some pain in the economy. The tariffs are probably going to create pain in the economy. You know, I think there were some headlines recently, like, there's going to be short term pain in the economy because of the tariffs. And that short term pain may may be just what it takes for the Fed to start cutting again. The other thing, that's interesting is the Fed stopping cutting also puts the economy in more jeopardy. Right? One of the big concerns is that if the Fed doesn't cut fast enough, they can actually create a recession. And so when one of the Fed cuts happen, I think it might have been the first Fed cut that we saw last year, mortgage rates actually got worse because the fear was, oh, the Fed cut too much too fast. They're going to reheat the economy or they're going to stop us from going into the recession maybe we thought we were heading toward. So now we're in a situation where the Fed has paused. Right? Last week, the Fed had the first meeting where they've paused cutting interest rates. So now there's no more there's no more thought of, oh, the Fed's going to continue to help the economy stay strong by cutting rates. Nope. The Fed has stopped. Then at the same time, we have tariffs being put in place, which can hurt the economy, particularly in the short term. Again, long term may be the best thing for the country. I'm not getting into that. But in the short term, it's going to cause some pain. So we have the Fed stopping cutting rates, which causes pain. We have the tariffs going to effect, which causes pain. And it needs there needs to be a little bit of pain to get rates to really come down. The ten year treasury went back up even though the Fed kept cutting because the thought was there's not going to be enough pain. There's not going to be job losses. The economy isn't going to suffer, and that's really what drives mortgage rates down. So, again, we're in this interesting place right now where we're waiting to see what happens. How is the long term impact of the tariffs? What's the long term impact of the Fed paused? And the funny thing is where, at some points, we're cheering for a rate cut. The fact that the Fed didn't cut may have been the absolute best thing for mortgage rates and the ten year treasury because it created that little bit of extra doubt and uncertainty about where the economy is going. So, again, really complex stuff. We want you guys to understand that as best we can. I mean, again and and this is these are my opinions. This is my thoughts. I've I've been in this game for a long time. You know, again, now this is guaranteed. We could see a crazy jobs report come out, you know, at the end of this week on Friday. We could see a terrible jobs report come out on Friday. Like, everything is so data dependent right now, but I guess what I want everyone to understand is the tariffs themselves were not a data point that made rates get worse. And the Fed not cutting actually didn't make Fed rates get worse. Rates got a little better after the Fed didn't cut. So some of the things that maybe headlines are saying would create one impact or not, but there are definitely things out there that can send rates going one way or the other, primarily around the inflation items that are not impacted by the tariffs and not impacted by housing and the overall jobs market and the jobs report. So, you know, one thing to think about and I know I love that you always take the time to break this down because there's so much information here. Regardless of kinda where you are and the scale of understanding it, you can really take away some key things and and guide that conversation with with your buyers and your and your sellers. But, you know, the the thing to think about is that the world is going to keep spinning. Like, we are just going to change strategies. We're just gonna change our talking point. You know, I think that there's always this impending doom scenario. Like, oh my gosh. This thing is gonna happen, and everything is gonna stop. And that's not really the case. We may have to adjust. We may have to help people understand things differently. We may have to adjust our strategy in terms of how we go to market. But at the end of the day, transactions are still gonna be happening, and so you have to continue to do the work. And so I appreciate, you taking the time to walk us through this. Again, it's no you know, you're not making a prediction. You're only interpreting the data and helping us understand kinda how to think about it. So I don't want anyone to lock in and be like, well, RP said that this is gonna happen. That's not what he's saying. So just make sure that to be clear, but you're giving us a great way to understand what we should be looking at. And when you hear certain things, what the potential outcomes could be. So so thank you for that. We we just came off of the worst a year for existing home sales. I think it was thirty years. I went and looked the headline up after I wasn't sure last week. And then Yeah. I mean, this is nineteen ninety five. I mean, that's Yeah. Less home sales than two thousand seven, less home sales than two thousand eight, less home sales than two thousand nine. Again, we didn't have the crisis. We didn't have home prices plummeting, and we didn't have a foreclosure crisis, but we did have the worst year for home sales in thirty years. And as an industry, as a business, that depends on transactions happening. Right? I mean, that's how we we only get paid when a home sells. That applies to the agents on this call. It applies to us as the procreate. It's like, we only make money when homes sell, And last year was the lowest number of homes to sell since nineteen ninety five, thirty years. I mean, that's dramatic. And we survived it, you know, and we did well. And a lot of people, I see somebody in the chat right now, had their best year ever. Yes. We have a ton of LPT agents who had fantastic years. I we have teams that tripled and quadrupled in size. But if you go look at the data, it was the lowest number of existing homes to sell in thirty years, which means a lot of people losing. There's a lot of people suffering. For every agent at LPT who had a record year, there's somebody at some legacy brand without the tools we have who's dying and and didn't have such a record year. Right? I mean, these are the dynamics, but we just survived that. So, again, the sky isn't falling. The world keeps turning, but we want you to understand the dynamics because the last thing we want is maybe you out there misinterpreting the data or listening to the wrong headline and, oh, tariffs are gonna raise rates or, oh, the Fed stopped cutting, rates are gonna go up. The opposite actually happened in both of those cases. So I think that's really what Motivation Monday is all about. We wanna arm you with the knowledge to go out there and understand, look, I don't expect you to be an expert. Your seller doesn't expect you to be a a complete economics expert, but they will appreciate the fact that you can cut through some of the noise and you can help them understand the larger dynamics that are play at play as they make the decisions around the largest transaction in their life. And that's one of the things that's really important about our industry, about our profession is being able to be there and share that knowledge with our sellers, with our buyers because we're there to help them make the best possible choice in what is a very uncertain environment. I mean, you know, a lot of people predicted rates were gonna come down all last year. Didn't happen. You know? And then early on, people predicted super low rates this year. Now most of the predictions are heading in the opposite direction. We just don't know, but we do need to stay up to date as much as possible with what are the dynamics that are happening and changing that could shift the trajectory of rates, of home prices, of inventory because that's the that's what your sellers and buyers want from you. That's right. Awesome, man. Awesome. Well, appreciate that so much. Guys, I want you to really take the time, go back and rewatch the first half of this Motivational Monday until it makes sense for you. Trust me. You will do yourself a massive favor. Alright. We are gonna move on to some brokerage updates. Robert, I know that you've been talking about and you've you've talked about this a few months ago, in terms of implementing the NPS and the Net Promoter Score. And that gives us the visibility to understand what's working and what's not working. And, you know, one of the things that I've always appreciated about your leadership in here at LPT is that you don't shy away from things that are not working. Like, we are constantly looking for that feedback and we wanna know how to serve our agents at the highest level. And that requires us to be open to what the feedback is. And so sometimes, we make changes and it works out perfectly. And sometimes, it doesn't work out the way that we intended. And it it, you know, it's not working for the agents. And that's, of course, who we serve. And so we wanna make sure that we always write that shit. So can you walk us through what the NPS is kinda where we are with that and what to expect as we move forward? Yeah. So we we announced this late last year. You know, it's been in effect for a couple of months now, but I do wanna talk about it because I wanna I wanna shine a light on it. Couple things first, I'm gonna say, like, we're kinda getting into what I think is, like, the final massive kind of shift in the growing of this business. You know, we expect to hit the the billion dollar revenue run rate here, sometime in q two. Like, we've grown massively. I mean, you know, we talk about, oh, fastest growing brokerage ever, what we've done. But I think what a lot of people or maybe we can leave and what we take for granted is it puts a lot of operational pressure on the business because we've had to do in three years what other businesses had to do in ten. You know, if you look at the other fast growing cloud brokerages, there's only a handful of brokerages that have ever reached the scale that we're at now. Right? We're we're in forty eight states. We're still waiting on New Jersey. I have to go down the mountain and get fingerprinted, we just found out, before we can get our New Jersey license. But I am committed to making sure we have it before our three year anniversary, so we can be a a nationwide company. But again, we've had to figure a lot of things out very quickly. And those compressed time frames put a lot of pressure on on the company. And so we've been through kinda three or four massive phases. You know, what we did the first year when we were primarily in Florida. So then what we did is we moved into basically nineteen states, and we started to regionalize the company. And now this kinda next phase that we're moving into to get ready for the busy season. Again, remember last year, I committed to you guys that we would have the staff in place early, which we did. We started staffing up way early this year because last year we were late, and I committed to you all that we would not make that mistake again. And so we're constantly having to go through these transitions and, you know, kinda restructure leadership, restructure, the departments and all these things. And and I think this last big restructuring will be the last major one. Because again, going from a billion dollar revenue company to a four billion dollar revenue company is much much easier and doesn't require the same type of changes that going from a zero to a billion dollar revenue company in in three years does. And so I really feel like the last kinda major major set of shifts we're gonna make are gonna happen here over the next three to four months as we get ready for this next busy season. One of the most important things we've rolled out because we finally have the scale for the data to be useful is this net promoter score. And so this is something I've used in all of my businesses. Basically, it's a survey system. Usually, we would ask the customers. Right? So in my mortgage company, we would send out a survey to the customer, like, how was your first call with the loan officer? You know, how was your closing? Like, getting that feedback. Now the problem with it is you need a certain amount of scale. Right? If you're only closing a small number of deals, there's not enough data there to actually make business decisions, which is one of the reasons we didn't roll this system out earlier. And so at the end of last year, we started rolling out net promoter score surveys around closings. We're now gonna start rolling out net promoter score surveys around tickets and other parts of the business. And this is really about you helping us identify problems. Now here's what I need you to do. I know you love LPT, but if we make a mistake, you need to give us that zero. Alright? Like like I've had some agents that have been like, you messed it up, but I still gave you the ten because I love LPT. Like that that doesn't help anyone. I I appreciate the loyalty. Like I I thank you guys for that, but I want you to hear it straight from me. Like, these are internal. They don't they don't go anywhere else, but we have to have the data. And the problem is, if you give us a ten and then maybe put in the notes some things we did wrong, we may not read that survey because we think we did great. Cause you gotta think, if we have thousands and thousands of these, tens of thousands of these coming through because of the transactions and the tickets and everything else, we need a systemic way to figure out where do we put our energy, where do we put our resources. And so the question you get in the survey is based on how we performed on this, just this one thing, how likely would you be to recommend LPT to another agent? Now again, you may say, I love LPT. I wanna recommend agents to LPT no matter what. Like, I get that. But for the purpose of the survey, if we screwed up that file in compliance or we didn't answer that ticket correctly or whatever it is, you need to give us the zero. Because based on that one interaction, you would not recommend this to anybody else. Right? Like, if if that was your only exposure to LPT, the fact that we got your DA wrong or we didn't answer your ticket in a timely manner or we closed your ticket without answering it. Like, if that was your only exposure to LPT, forget everything else. Forget the comp plan, forget motivation Monday, forget the marketing tools. Based on that one thing, would you recommend LPT to another agent? And the answer would be no. And that means you need to give us the zero. Because the only way we can figure out where are we failing. Because look, we have a lot of happy agents. We have a lot of outstanding tens. Like we do great. Like out of the thousands and thousands, you know, whatever, hundred thousand DAs we're gonna issue this year. Ninety nine percent of them are gonna be right. But I need to know about the one percent that are wrong. And the way I'm gonna know about them is when you give us that zero. Or the tickets that aren't getting answered correctly. Or the tickets that aren't getting answered in a timely manner. Whatever that is. Anytime you get a poor experience from LPT and one of these Net Promoter Score surveys shows up, I need you to give us the zero because that's how we're gonna find the problem. We're gonna look at those zeros and we're gonna say, okay, what is the common theme? And see right now, I see Rachel just said, hey, tickets take five plus days to answer. If that's your experience, Rachel, please give us that zero. But I can tell you there are tens of thousands of tickets that get answered in five minutes. And so now I need to figure out what is it about Rachel's tickets that seem to take five days to answer. Is Rachel continuing to get the same person in support who is not meeting our standards? Is Rachel asking a question that we don't have the right data in the hands of our team to answer? That's our fault. That's not their fault. But the only way we're gonna know that is when Rachel gives us the zero. So I want you to give us that zero so we can figure it out. Alright? And again, we see different experiences. You may feel like we're terrible in this department. I promise you a bunch of other people think we're great in that department. And what we're realizing is it's not the department as a whole. Those problems are easy to fix. Right? If if everything about support was terrible or everything about support was perfect or everything about DA was terrible or everything about DA was perfect, we'd say, you know what? Hey. We need to go blow this department up and start over. That's not the situation. What we're finding is certain situations are causing a bad agent experience and we wanna know what they are. And the way we're gonna figure that out is with the zeros. Is it always one type of question? Right? We found this recently. Agents who were asking about their twenty twenty four production levels were getting a bad experience. Well, we figured out that when we made an upgrade to connect in order to comply with some of the requirements of going public, we eliminated support's ability to see your prior year production. Now we didn't figure that out until we started getting some complaints and saw that. Those tickets were not the support people's fault. That was our fault. We made a technology mistake. We overtightened the the, you know, the the security protocols to where support could see individual transactions, but they could no longer see the aggregate of your twenty twenty four production. So those tickets were sitting for a long time because no one could figure out who had access to answer them. And there was this little fire drill internally. Right? Those are the types of things we're gonna be able to figure out. Is it a certain state where we're having problems in onboarding? Is it a certain MLS? Right? In this MLS, we're getting tens out of tens on onboarding. In this MLS, we're getting, you know, zeros and threes because there's something about the process with that MLS or that realtor board. You gotta remember, we are now in forty eight states. We are members of hundreds of realtor boards, and there are lots of quirky little things that we have to learn to deal with. And so again, I'm not gonna get into every single example of this with you guys today. But what I need you to do is as you see more and more of these Net Promoter Score emails come out, and we may even move to a system where you can go do your own. Like instead of waiting for the email, you can click a link in the ticket or you can go see your most recent tickets and and rate us. Like, I need to give you guys the best feedback loop possible to us. And then I need you to be honest in those surveys because again, no matter how much you love LPT, you need to give us the zero when we are in the zero because it's the only way we're gonna figure out is this a process problem? Is this a system problem? Is this an employee problem? Is this a training problem? Is this a leadership problem? And I'm gonna look at all of them. Right? We'll I'll take the blame at my chair if that's where it lives. Like, we don't hide from these things like Matt said. But what we have learned is, overall, we're doing a good job, but there are places we need to do better, and we need the data to figure out where are those places. Right? We can't see it. Like, we're too big now. Like, a year ago when we had the problem with commission, payments and we launched the commission concierge division, we could jump in there and I could look at the system and be like, yep. This is broken. We're gonna fix this. We're gonna do better. When I look at our departments now, everything is overall running really well, but then there are these pockets that are failing miserably and I need you to help me identify those pockets. And the only way to do that is for you to give us those honest feedback, give us those zeros on the net promoter scores because again, we're looking for patterns. Right? Like, one bad experience with a certain employee or a certain process or whatever doesn't mean that's the problem. We see ten, twenty, thirty bad experiences and say, okay, what is the common thread? Common thread's a person, common thread's a process, common thread is a system, common thread is a leader. Whatever it is, you're going to help us identify where we need to put our focus and that is what we are focused on for the next three or four months because we have to get things as rock solid as we can before we get to our busy season, before volume goes crazy in March or April or May or wherever that's gonna happen this year based on interest rates. We are all hands on deck in in order to get this done. Right now, the surveys go out automatically. You'll see them in your email. Again, we're looking at a way that you can go in and just, like, say, hey, I wanna survey this thing that happened. We're working on making those systems more robust. So but just as you see that come across your email or as you see that come across, please take the time to answer them and please be brutally honest. Thank you. Awesome. Cool. We appreciate that, man. Alright. We're gonna cut it here. We've got just a minute or two left. One thing I also wanna just add in there, part of the part of the reason why we wanna do it this way is because it gives us the opportunity to look to a single place to understand it. Right now, I know some people will put some things online or they'll, you know, send a ticket here or they try to text a certain person. That doesn't help us understand the patterns. Us having it through one place, one organized place says, hey. We can analyze all the data. But, you know, if you put it on online or Facebook, there's a good chance we may not see it. And if that's what you're expecting for a resolution, it may never come because the right people are not seeing it. And so, again, we just wanna make sure that, of course, you're free to express yourself however you choose to wherever you choose. However, if you'd like actual resolutions, we needed to come through these either surveys or through these tickets so that we can understand what's actually happening with inside of our four walls. And the right people who can help affect change are seeing it, and it's not kinda just out there in the in the ether. So, with that said, Robert, I'll turn it over to you for final words this week. Yeah. I know, guys. Look, we we are building this together. We can't build this without you. Like, we we don't have all the answers in a vacuum. What makes LPT great is our agents. And so again, this feedback loop, understanding from you, again, in ways that we can quantify and organize, you know, executive tickets. I I know you may feel like maybe those go unanswered. Trust me, they don't. We put them together. Right? The more requests we see for a particular thing, the more we shine a light on it. Right? We organize the data in the tickets. We look for common threads. The same thing now with the Net Promoter Score. We are so big now that we have to have these organized data driven systemic ways to get better. And look, we are always committed to getting better. I don't care how big we are. Ten years from now, I'm still gonna be asking you guys for ways to help us get better because this is always a journey. The markets will change, technology will change, our size will change, our scope will change, and we are always committed to getting better and putting the things in place to do that. So, again, please, as you get those surveys and you're gonna see more of them because we're turning up the volume. We're gonna be reaching out on more and more transactions. I saw some folks ask what email they come from. I don't know that off top of my head. I'll have that to share on next week's Motivation Monday so you can white label that and make sure that those get through, you know, get through in there. Other than that, we keep pushing forward. You know, we're on a big growth spurt right now. This is a time of year when we see a lot of folks join. Grand Prix tickets are still available, but starting to run out. Make sure you grab those if you're gonna head over to Saint Pete, at the end of this month. Other than that, we're gonna keep pushing forward. We're gonna keep reacting to the market. We're gonna keep making LPT better and better for you guys each and every day. And, go out there and make it a great week. Alright? We're nothing without you guys. Go out there and do what you do. We're here to support you. We'll see a lot of you at Grand Prix. We'll definitely see a lot of you next October at our conference. But other than that, make it a great week. I'm gonna hopefully finish kicking this cough and kicking this cold, but I will see you back here next Monday for another great Motivation Monday. Make it a great week. Listen, baby. Ain't no mountain high. Ain't no valley low. Ain't no river wide enough, baby. If you need me, call me no matter where you are, no matter how far. Don't worry, baby. Just call my name. I'll be there in a hurry. You don't have to worry. Because, baby, there ain't no mountain high enough. Ain't no valley low enough. Ain't no river wide enough.