The Section 179 Trap: Why Tax Breaks Shouldn't Drive Your Equipment Purchases, Ep #32

Large businesses purchased quite a bit in 2025. The job shops did not purchase as much as we projected or we thought could potentially happen. However, the job shop market and the large businesses will propel in future. But it really comes down to a good analysis of what the clients need from each manufacturer. So preparing for that and looking at 2026's outlook really is going to help in that decision to buy the equipment in 2025 from a strategic standpoint and not just from a tax savings standpoint to be able to then utilize that equipment in 2026 in years to come. Welcome to Buy the Numbers. Each week, we'll explore the numbers that drive your business from accounting and finance to operations in the exciting realm of mergers and acquisitions. Whether you're a seasoned veteran or just starting out, our discussions will equip you with the insights and strategies you need to rein in the power of data to elevate your manufacturing company. Let's crutch some numbers. Hi, welcome back to Buy the Numbers. It's good to be here again. This is our time. At least, yeah, I always love our chats because I mean, you know, like I'm a finance geek and you're a finance provider. So it's always good to chat with you. Likewise, I'm glad you didn't call me a geek too, but sometimes I do. I'm moonlight as a geek for sure. Right. Well, you know, so it's Halloween. So we're sitting here late late October and we are in the thick of the fourth quarter of 2025. It's, you know, the one big, beautiful builds that passed back whatever, six, seven, eight, nine months ago, however long ago that was, brought back Section 179 bonus depreciation. Everybody loves to buy equipment and take full depreciation on the year. So I thought it would be timely for us to talk about buying equipment, financing equipment, all those types of things. Manufacturers, what is your biggest headache? Is it measuring improving profitability, gaining efficiencies with AI and automation, maybe tightening up your cybersecurity, maybe getting your business ready to sell? At CLA, their goal is to know you and help you with challenges like these and more. Every day, CLA helps manufacturers tap into millions in revenue and cost savings, like one manufacturer that boasted capacity in revenues by 15 to 20%. Visit CLA Connect.com to hear real success stories and learn how you can grow your top and bottom line. Kicking that off with Section 179, people have heard me talk about this a lot and you and I were talking about it in 48 record. I have a big opinion on that and that if you wouldn't buy the equipment without Section 179, don't buy it because of Section 179 and that you shared with me something pretty cool. You have a tool that can help me to figure that out. Is that right? That we do, that we do and those sentiments that you had to the marketplace. I mean, those are spot on for sure. So all manufacturers just need to do a deeper analysis when purchasing the equipment to make sure, yeah, you need the equipment but don't buy the equipment because of tax savings, make sure that it's going to, the spindles are going to be spending. So, right. Yeah, our calculation model and we complement this along with accounting firms such as CLA and we defer out to those tax advisory accounting firms because those are the ones that will help you through the thick of it. But from a topical standpoint, we can go in and show break evens and analyze deeper and understand, okay, if you are to take on an equipment finance opportunity along with the purchase of the equipment, what kind of deductions can be made, what kind of money can be recouped, and is it a strategic advantage to take on that equipment by leveraging Section 179 or not? And so those preliminary conversations with me, us, verdant commercial capital and your tax advisory group, CLA, which I do like we talked about before too, the chapter in Chicago has been super helpful for me with CLA and I know that you have a few chapters around the US and so definitely an advocate for who they are. But anyways, whoever your tax advisory group is accounting firm and champion with us, we'll work together to make sure it's a strategic purchase for the business of a hand. Well, I think you bring up such a great point, right? So, you know, I think, I mean, again, this is by the numbers and most of my listeners know I'm, I let numbers help me make my decisions, right? So I like database decisions. I don't let them make the decision, but I want to know, I want to know what the numbers tell me based that my decision is going to reflect, right? So, you know, I think this is another example of you just need to know the cost of what you're doing, right? I mean, the numbers don't have to agree with your decision. I mean, you don't have to agree with the numbers, I guess, right? Like you can make a decision opposite of what the math says to me. But you just need to know what you're giving up, right? You need to know the cost of that decision. And so I love that you have a tool that I can weigh that and say, okay, I kind of need this piece equipment, but I don't need it yet. And but I have this opportunity for some tax savings and I can finance it. You know, what's the cash flow of this decision look like and then maybe work with my CPA to, you know, whether it's CLA or anybody does, okay, what's my tax liability look like the next couple years? You know, one of the things just recently a couple of weeks ago got back from AMT's MT forecast event. And I think, you know, most people in this industry can relate to this statement that 2024 was kind of this wall, right? We have a presidential election year. We have lots of things, you know, 2025. I think, you know, there was a lot of high expectations about 2025 that in some industry work has come true. Some has not, right? So there's, you know, with speculation around tariffs and uncertainty around different things, you know, I don't think everybody, I don't think a lot of industries have had the 2025 that they wanted. And I think the data we saw the MT forecast supported that statement. The data also showed that 2026 is has a stronger outlook. And I think a lot of us are going to see a bump in the first quarter of 2026. I mean, that does kind of force you to say, okay, and am I situated well from a CapEx standpoint, right? Do I have the right equipment for a strong rebound? Do I have, you know, all the things? Do I have the people and the processes and the systems and the equipment and everything to handle a rebound like that? So working with your accountant, for example, this, okay, well, maybe I didn't have a huge gain this year that I need to offset, but I need to prepare for next year. And what does the carry forward of the depreciation look like and all those types of things? So it's cool that you have a tool like that. You can work with my CPA to look at my personal case because where it might make sense for me, it doesn't make sense for someone else or vice versa. Well said, the numbers, the financing side of it is an influencer. It's not the decision. Right. The decision to purchase really lies within the client base. So go to your clients, make sure that they're going to be hungry for more needs of machined product. Find out what they are going to do in 2026. Yes, 2025 wasn't as gangbusters as we thought it was going to be. It's not dormant. It's not flat. It's definitely we're producing, but we are poison ourselves. And I say, poison not poisoned, but we're poison ourselves towards a launch pad of future success for sure. So preparing for that and looking at 2026's outlook, really is going to help and that decision to buy the equipment in 2025 from a strategic standpoint and not just from a tax savings standpoint to be able to then utilize that equipment in 2026 and years to come. And the pump is primed and it's priming. And we can definitely see that manufacturing here in the United States from a metal standpoint is going to see years of success years to come. You know, the biggest takeaway I took from MT4CAST and I think you just worried it perfectly, but there is a massive amount of pin up the man because there was some throttle back, right? Like we weren't going all in on reshoring everything and all that, but we're priming the pump to do all those things. So I do believe we're going to go into January with a massive amount of pin up demand and also because it wasn't the 2025 that everybody was hoping for. across the entire industry. I mean, again, certain sectors were gangbusters this year. The, you know, I think there's a massive amount of pin-up capacity as well, right? So, I think when we get into the first quarter and those match-up, it's gonna be amazing. And your point of talking to your customers now, and, you know, in 2025, and in this fourth quarter, and saying, what's 2026 look like? Do I need to tool up, right? Like, do I need to, do I need to spend some capex? It's gonna be critical because if it's anything like the other rebounds that I've been a part of, whether even outside of this industry, you know, when there's a big rebound, the work flows to where the capacity is. And if you're maxed out and should have made an investment today that is online in the first quarter or 2026, you're not gonna capture that work, someone else is. So, all that said, I'm sure some of the listeners look, let's catch them up too. So, I do need some equipment. I have growth plans of 2026. I'm gonna add some automated five-axis, I'm gonna put a B-axis lay then, whatever the case might be. Let's talk a little bit about how you can help from that perspective too. So, you help me decide I need to do it. You know, obviously, there's a lot of machine tool vendors out there that I can work with, the term and the equipment I need. I'm ready to buy now. What does Tai do for me now? You know, there's so many ways of purchasing. We've talked about 'em on the last couple podcasts, but you know, your regional national banks are super resourceful to help propel the needs of the business. And so, we are just a compliment to the market. You know, so my goal in typical cases is just to better understand the manufacturer and their needs and their current status of, you know, who their banking or lending institutions are. And so, for that, you know, most, sometimes, it makes sense to diversify your lending source. And, you know, I have a selection of clients that, you know, love their national banking provider because it's quick and easy to be able to online, take care of their receivables, their deposits. Maybe they have their real estate mixed in with it. They have a relationship. They have that, and there's no shame in that game at all. I love my banker and being able to talk with him and call him and understand, but there's just sometimes where there's a need for a outside source of lending. And even if that's just from a consultation, you know, like, yeah, benchmark where you're at with your bank with somebody else that knows the finance industry. And that's where I love those conversations where it's more preliminary. It's just to get to know a new manufacturer. And even if we don't do business together, so be it. But I can be that consultant to make sure that you're on the right path. And so, I think you said something. I think you glanced over something there too that I want to throw up to the listeners. I mean, you can have a great banking relationship with your local regional national bank, whatever it might be. You know, sometimes it's not bad to test them a little bit too though, right? I mean, like, make sure you're getting a good rate. Like, talk to Ty. I know how things are. I mean, you get relationships. There's trust there. The bank's not trying to hurt you. But it doesn't mean that they're offering you the best deal, right? I mean, they're-- So yeah, I mean, I would say just-- it also helps keep people honest for a year. Again, not that the bank's necessarily being dishonest, but they have their public rates. They just run with them. Maybe you have, you know, maybe version. They're, you know, I talked to you and you say, well, I can do this. So like, if nothing else, I might go back to my bank and say, well, I've got somebody willing to do this terms. And they're willing to do that, right? So sometimes it's just even helpful to keep yourself honest. So it comes-- it boils down to two factors. It's ebbs and flows of different industries and industry focus within lending institutions. And then it also just comes down to, you know, just the sheer needs. And so I guess at the end of the day, and there's the captive finance groups too, sometimes some of the clients that come and talk through a consultate of way with me, you know, they might be buying a certain manufacturer type that has an internal captive finance group that has a great rate to be able to take advantage of. And so I lead them towards that path and say, hey, have you reviewed? And that sometimes they say, you know what? I didn't even know that there were promotions going on from a finance perspective where it's certain OEM. And they thank me for that. I say, OK, well, on your next purchase, if they don't have an internal captive group or your bank's ebbening and flowing the other way, then just come talk with me again at that point. And I'll take care of you at that point in time. So, you know, it's ebbs and flows and diversifying your lending power. This is valuable advice. I mean, that's one thing I've enjoyed about our relationship. I mean, you know, I have a great banking relationship. That's, you know, I don't shy away from that banking relationship in any way. However, you know, they are in business and their customer, they have their internal goals. You know, they have portfolios of C&I type work, equipment, real estate, mortgage it, right? And they have limits there too, right? Like so, they may not be interested in equipment right now. Whereas you focus on equipment, right? So, like you're always have a good equipment deal because that's the type of work you want. They may be saying, we don't want any more equipment. We want more real estate. They're-- Start on right. Yeah. So, I think that's a-- again, it's just-- it's good. It's whatever, appreciate about our relationship because, you know, you're able to help me as an advisor, even if I'm not, you know, I don't maybe ultimately end up with you, although I think every time we've talked I have. But it's a decision-making process and you're not overselling me some finance that I can't really handle, right? Like you're honest with me and you tell me and you help me evaluate if this is a good idea or not. It's that adage. You consult first, represent second. And even if you never finance it again for me, I'd still jump on these calls with you. I'd still answer your call. I'd come down and golf with you if you'd fight me ever once while goodness. That's a standing offer. Always named they're excused to go golf. Oh, is that golf or tennis? You just put that ball back in my court right there. I'm doing it. I do need to reach out to you, brother. When you're trying to find equipment financing, verdict commercial capital makes the process easy with deep experience across six industries, including manufacturing, they tailor financing to fit your business, your goals, and your cash flow. Fast decisions, flexible options, and a team that really knows their stuff. When you're ready to grow, upgrade, or innovate, verdict is the partner to call. Visit verdantcc.com/numbers or search for verdant commercial capital and LinkedIn to learn more. Another thing I don't want to glance over when we talk about working with a specialized equipment financing group such as yourself. Another thing people need to understand and pay attention to. So if I'm gonna get the best terms on new piece of equipment for my bank, they're gonna loan me, I mean, if I want the really best terms, I need to put 20% equity up probably, right? Maybe kin, whatever, but to really optimize my terms with them, probably 20% to soon. You're a little different than that. Once you tell people kind of how you guys look at a piece of equipment, let's just assume I'm buying a 300 thousand dollar piece of equipment, talk kind of through how you evaluate that. - Man, I just had one not too long ago. He's sub two million dollars in total revenues. Cash flow is of the essence for him. He had a machine go down and he has the needs to be able, he needs to take care of his clients. And he just couldn't, he's a little strapped right now. He's got to pay, he's got two other employees that he's taking care of and he needs to take care of them, and not be too strapped from a cash flow perspective. And so he needed to bake into the finance agreement, shipping, rigging, software, and tooling, all of those. And so the equipment cost was like 125K and then he needed an additional 25K. And so he didn't necessarily know where to turn and he turned back to the dealer that was selling the equipment to him and he said, "Hey, who's your finance resource?" Unfortunately, it was me and I was able to take that transaction and then run with it with him and be able to fund a full 150K, give him the 25,000 that he needs to be able to get the machine and tool it up, you know, ship it and rig it. You know, sometimes it's needed where you just, you look at the equipment, you understand the lifespan of that equipment, you know, we look at the collateral, we look at the credit, but we concentrate on the collateral. We know that there's a market for it, you know, and so some lenders do require 20 to 30, upwards 40% down depends. And if that's the case, then, you know, if from a cash flow perspective, that makes sense, do it. But, you know, market competitive rates along with ease of doing business when it comes to low-nevalu ratios and that's what we focus on. So I think you've talked before, is it 100, like, I mean, you can kind of go up to maybe 115% of equipment values at right or 1,000, but it's yet and is 115 to 125. So 25%, it's a pretty good threshold. I mean, it depends on the credit, it just depends on the collateral, but, and the collateral too. Let's put that in role numbers. It's let's send by $100,000 piece equipment so that we know how to do difficult math. You know, traditional financing through my bank, you know I need to. 20 grand and to get good term or the best terms and you know so I need 20,000 they're gonna loan me 80 plus I need to spend you know there are 15 20 thousand dollars to make the machine run right I got to get it in the building I got to power it up I got to tool it up whatever so so I'm now so let's say it's 20 so so I'm 120 thousand dollars in and 40 thousand of that's cash right well that's gonna be a strain on most people's cash flow right versus with you I'm buying a hundred thousand dollar piece for equipment and if you can you know you said 15 25 so let's say 20% you can loan me a hundred 20 on that that includes getting it in the building power and up and tooling it up right and now I'm looking at a you know I don't know I mean just you know a couple thousand dollars not payment at this point that's a huge difference in cash flow I mean coming up with 40 thousand to get the machine running versus coming up with you know that thing hitting the ground right or run tooled up powered up and making a couple thousand dollar month payment yes sir yeah so that's I just wanted to kind of put that what you said into some real numbers now now call it a 200 thousand dollar machine a 300 thousand a 400 thousand dollar machine those numbers just multiply absolutely and just depends on your cash flow perspective you know where you're sitting then it's beneficial the less that you take out the loan the less that you are paying an interest of course and and so you and it's that same analysis it's breaking that down from section 179 and your ability for tax savings along with you know the analysis of you know how much money should you be putting down how much reserve should you have or fresh powder for a rainy day or whatever the case may be let's talk about one other thing that I think is a differentiator of you know dealing with an equipment financing specialists such as yourself let's talk about kind of that approval process we I mean you know we've talked about this on the show a few times before but let's kind of recap that a little bit you know I've been through the process with you it is so quick and painless that I'd love for you to kind of tell people like what does that process look like from your perspective because I can tell you all tell listeners it's a hell of a lot less painful than the traditional banking bank financing experience so but we'll let you put it in your words yeah so it's a one-page application that can take you up to a million dollars in total exposure that million is flexible so I've had somewhere I can go about one point five to two million of total exposure based on a one-page application and what that means is then we look at your payment history and we look at comparable credit history and so as long as if you've taken out loans before and they're in similar stature about 70% to 80% of what you're actually taking out so meaning let's say you're going for a hundred thousand dollar piece of equipment as long as you have 70 thousand dollars worth of loans that you've taken out and the reporting to the Bureau then if we see that payment history within a good two to three year span then you can get qualified for whatever that comparable amount is so if you're looking at a million dollars as long as you have about seven hundred fifty thousand dollars of payments within the last few years then we can see that you know and instead of needing to go back and get audited financials which yeah I just heard not too long ago I think they're upwards like sometimes sixty five thousand dollars to get audit for Oh I'm trying to audit it for sure I'm a little expensive you know I mean you know a lot of banks will accept even just reviewed which is quite a bit cheaper than that and then depending on the history of your company and so forth sometimes it's just prepared by yourself right I mean but you're right I mean it depending on the level of financing you're looking for and the covenants that go along with that that they have to be audited financials and I can get it can get quite onerous and it does well so that that's why you know just to make it easy for the client is the name of the game so that one page application we look through payment history of equipment loans and then approval can come out within that same day if not the next day I rarely have an approval that's an application only that lasts for two to three days and so that approval process then is pretty quick and then as long as they see eye to eye with the terms and options that are available then when they say yes to that then contracts go out 24 to 48 hours after that so we can go from application end to funding within three to five business days yeah and that's pretty incredible I don't know that very much conventional banking can take that place others and if you have a you know existing line of credit that maybe covers the cost of equipment and then you refinance it when they're done or something bit quick question a lot of what you just said there about that approval process has to do with the history of the company right do they have that do they show the payment records and so forth what if I don't like what if I bootstrap this I had a couple pieces used equipment been in business a few years but I'm ready to expand I you know I want to add a I want to add a $500,000 automated palette pool five access they you know I've got a good couple years of history of the business but not a lot of credit history of the business how do you look at something like that I mean I'm assuming we're gonna we're gonna start looking at the person probably more but I want to hear from you so before I highlight that you know what my favorite is after that first transaction together in payment history has subsided say six months 12 months down the road and then that same manufacturer comes back and they say hey I'm ready for machine finance number two yeah just to get that up or get the equipment quote in and then get them approval in less than 24 hours and then I'm just like I call them I say it's approved you know here's the terms conditions and then they say okay I'm ready to go and then just move forward that process is so quick and easy so but the number one the first deal together can come with some nuances I mean shout out to my Texas boys because those guys have cash for days and and they and they've paid cash for their machines for many years and so sometimes they're sitting on a kingdom of a business but they pay cash for everything so then they're like okay well how we're gonna take we need this palette pool five x is for 750 thousand 500 thousand and they're like all right we're gonna finance this one you know despite what our grandpa grandpa is you know so those are fun but I and I sit and talk to them the same way I'm like all right you haven't take any loans out so we will need to analyze a bit and for larger conglomerates finance conglomerates to have a you know white glove treatment on each transaction is challenging it takes time and it takes the know how to ask the right questions to understand what's going on within the business and for a hyper focused finance individual that looks only at metal forming manufacturers then those nuances just become clearer and faster and easier to take care of so if you haven't had any loans before have no payment history then what we do is we just do an analysis you know we do look at the personal standpoint we look at the collateral itself and then we will need to prove out cash flow it all comes down to that cash flow to make sure that those monthly payments that come out every month are going to be able to be met and so as long as that manufacturers do doing exactly what we said earlier which is analyzing the market knowing their customer base what their customers are going to come back to and have the needs for their diversified and they know that they're going to be able to make that monthly payment then it's all going to jive out in the numbers you know we're going to be able to meet eye to eye with that but it takes that white glove treatment to make sure on each and every transaction that you're looking at all of the details of that business and making sure it's a strategic decision for that business and it's just a risk analysis it really comes down to that you know what you just says supports so well a lot of what we talk about on making chips and by the numbers but you know the importance of having good financial statements right so they don't have to be audited they don't have to be you know review they don't have to be even prepared necessarily by your CPA but you do need to have books right and it can't be in the console of your truck like you need you need to use QuickBooks for more than a checkbook register right like and so so that would be encouragement to those companies out there that they're listening to this and going okay yeah I want to get there if like you got to get that stuff cleaned up though because it is critically important to have a good balance sheet to have a good income statement to have a good forecast right so that now I can go to tie and say hey you know I've like as you said like I've been financing this through cash but I'm ready to expand and I need capital and you can have confidence in those numbers and say okay these guys this group is solid this person is solid and we can make this we can make this long spot on and this sooner the better I mean there's a lot of or there's some manufacturers that I talk with that don't clean up their books on a regular basis and kind of push that off and I would just I would highly advise set the right behaviors early on to make sure that you know your numbers and and then you can forecast how you can be prepared it just it helps you be a better boy scout for sure to be early on at that game of watching the numbers and putting the numbers together for sure don't have to be audited they don't have to be ready. you just need to make sure that those are accurate. - Accuracy is key, right? If they need to hold up to scrutiny, even if they were audited, they need to hold up scrutiny. And you're, again, listeners, I mean, you've heard me talk about this, but it's a whole lot easier to do that from the beginning than try to catch it up three years later, right? So just dig in, get it right, like get your work with someone, listen to the shows, and figure out like, okay, how is my revenue categorized? What is my cost to good soul? What is my, you know, SGNA expenses and really understand your business? You won't be flying by the seat of your pants. You know, once you dig in and understand your numbers, like you'll make better decisions to you. - 100% - And have infinite more opportunities available to you. - Before we wrap up, you know, we talk a lot about equipment, but there's, you know, obviously millions of other types of financing. I might need real estate, I might need a line of credit, I might need all sorts of things, and that's where maybe my traditional banking relationship and you need to be able to work together to help my business achieve my goals. But I think you have maybe a little bit of an announcement that you told me about just before we get record, that, you know, maybe you can help more than just equipment. - Yeah, I'd call it a little bit of a teaser that I would like to promote. I'm very optimistic about this recent acquisition, which is from Axos Bank. They're out of San Diego, and they're giving us more resources to feed into the manufacturing market. And we're diversified. We have a lot of industries that we focus on. Our team, we have a team of about eight of us that serve the manufacturing, metal manufacturing market. And so Axos purchased us about a month ago, and they are allowing us to operate business as usual for about 24 months, and they're giving us even more resources to serve the market. So I'm excited to announce that, and I will follow up as well, and send more information out there. But it also allows us to have even more resources. Those resources will be also announced over the course of time. But I mean, they're an online banking institution. That's really where they hang their hat, is the ability not to have brick and mortar stores because we're in 2025, and we do a lot of online activity. And that's what they're catering to. They've built some databases that are top notch. They've privatized it towards themselves so that they can be able to cater better to their customers. And it's exciting to understand those nuances. And so those services above and beyond just the equipment finance side of it, are going to be announced from myself over the course of time. But I have a little bit of information to be dangerous. Right, I'm happy to share it. More information will come out, but I'm excited because it just gives us that much more ammunition to help out the metal manufacturing market. I'm excited for it. Yeah, I was excited when you told me about it, because again, it's so much of this has to be about relationships, right? And where I have you as a trusted advisor, when I'm looking at equipment, financing, and so forth. It's nice to have another tool in my toolbox, if I'm looking at real estate, or if I'm looking at a line of credit, or I'm looking at traditional banking services, I'll be able to reach out to you and say, "Hey, this is what I'm trying to accomplish. What do you have to offer?" So that's excellent. I'm excited to hear about that expansion. And I know it's early in a lot of details to share necessarily, but as that goes, I would definitely encourage people to reach out to you for other financing needs as well. And you've always been so thorough on anything with equipment. And I assume people could probably follow along with you on LinkedIn and some stuff like that to see, like as that develops, and you learn more about those types of things, is that a good way to kind of follow along? Yeah, just full disclosure. We're sitting through meetings next week to give us more information about what other services that we can offer and the details behind, and just like anything else. Like with the equipment finance side of it, you have to be detailed oriented if you're not, then you're losing out. And so I'll make sure to dig in even more and understand different nuances of the services that we'll be offering. So you can always DM me on LinkedIn, or I also have a call to action link that I'll send to you, Mike, that you can post with any postings as well, that will allow them to find me and be able to connect with me. And as this progresses and changes, and I'm happy to answer the questions and just be real with it. Yeah, well, and I think that, I think you just summed up why I've always appreciated working with you, because you are, you're just real with it. Likewise, brother. Yeah, you've never pointed me down a road, just close a deal. Like you've always been, you've provided value to all those transactions, and I've always appreciated that very much. Yeah, well, you surround yourself with those key players that do similar activity and do it for the right reason, and you just become sharper. You know, iron, sharpened iron? Absolutely. As we wrap up here, I got to revisit the fact that today is Halloween. We're sitting here recording. And who am I looking at this whole time? I feel so bad for you. And I don't know how you've taken me so serious throughout this call, but I am Tyler Durden. (laughing) Thinkya, it has been quite entertaining, listen, when he got on the video. I was like, oh, wow. What are we have going on here? He had prepped me because he called me a couple of minutes before. It said, hey, do you have a costume so that we could both be in costic? And I did not. But the time, and I always appreciate our time together, and that we definitely make the golf happen. But yeah, as far as this goes, yeah, I mean, we just told everybody how they can kind of reach out to you. Obviously, you can reach out to me. I'll get them your number and your email and everything else as well. But listening to what I would certainly encourage you is you're sitting here kind of in the fourth quarter of planning your own needs, thinking about your wants and desires as it comes to equipment to reach out to Ty and just kind of run the scenarios through and let him help you evaluate it. But this is a good idea. If it's not, if you should wait till some other trigger or something like that. He's done that for me and I know it was you that for you. And he's done that for several listeners. I know you've helped a lot of people that we've sent your way. And I know they've all been incredibly appreciative. So I really would encourage everybody to just reach out to Ty and tell them what you're trying to accomplish. - Well, I appreciate that, Mike. And just keep doing what you're doing. You make this easy just because you're easy to talk with. And I'm here for you and anybody else that needs some help. So happy to do so and enjoy your Halloween. - Yeah, go get some trigger treatment and then we will talk to you soon. - All right, Mr. Payne, be well. (dramatic music) - Hey, everybody, what do you think of when I say O.T.D. Well, in making chips, we've got lots of acronyms to deal with. But O.T.D. is on-time delivery. On-time delivery is part of Hill's mission, deliver quality parts on time every time. When I was shopping for an ERP system, I was looking for something that would ensure that we do that on a regular basis. Delivering jobs on time was something we struggled with. And I know that most shops struggle with. I think I saw recently that 70% of shops struggle with delivering parts on time. So the best decision I made in that, inner-proshop. Does you know that many of ProShops customers quickly experienced 95% or better on-time delivery rates with their customers? And now ProShop has a guide to help all shops, whether you're using ProShop or not, visit proshoperp.com/95. Again, that's ProShop ERP/95 to get your coffee today. (upbeat music) (upbeat music)