Zero Downtime Mechanic

Ladies and gentlemen, thank you so much for joining us for episode 19 of the Galaxy Business Podcast where we profile business owners, founders, creators, breadwinners, policymakers as well as people disrupting and opening up space in corporate spaces for businesses to drive. And I think today is no different because we've got a phenomenal entrepreneur who hailed from the province of the rising sun, who will then be taking us through his business, what they've been able to do and achieve, but also most importantly, before we get to the achievements, how he started and how he was able to grow his business. Today, I've got this amazing gentleman, how are you? Thank you so much for joining us coming all the way, really, really appreciate it. I think if there's one thing consistent about this gentleman is calm demeanor, the kind of this gentleman, one of the gentlemen, how about an actual fact, the word is a gentleman. Maybe tell us a bit about yourself, maybe introduce yourself to our guests or man, who's a randani, or a guy, and where did it all start for you? Thanks, thanks. I'm Randani Madironga and then for those who might not know me, I'm the founder of Randani Satratlinik, the space in Pumalanga, Bethal. And this for a way to start it, I think I'd have to thank my old man for unleashing the passion for cars from me, because I started when I was a young boy, when I was growing up and then those boys who don't listen and don't like school that much, I was one of those. So because we had cars at home, we knew that if there's something wrong in the car, this guy should know what he did to the car. So that's when he started, don't you sing it and then he decided to take me to a technical high school, that's when the mechanical journey started, then from the technical high school in Beckham in Tando, Venezuela, I then went to China South College, that's where I studied my mechanical and majored in diesel mechanics. And then from there, my first job was in a company called Amro Carriers, that's in Wheatbank as well. I think that's how I found myself in the place of the rising sun, where I started there as a volunteer, then long story short, I made my way to the Mercedes dealership that's in battle, and that's where I got to find myself in the area of battle and find residence there. So in a nutshell, that's how it started and that's where I am. So, I mean, I love that intro, but I want to nitpick at two things. It's firstly, how did it feel, I mean, that transition from being taken to one normal as I'd call it, schooling, to now a technical high school, was it a normal transition for you because of the passion or did you feel like I'm going to be missing out on certain things? For me, I think it was, it was a normal transition because that was from, that was a transition from primary to secondary school. So for me, it felt like a like any other normal school, yeah, yeah. And then I think the other pit for me is, you know, mention that when you actually moved up to Pumalan, you were actually volunteering, yeah, so what, I mean, maybe tell me a little bit about this, what was the logic in thinking about it, especially in a world where value money is needed for things, and here you are volunteering, what was the end goal in your view? The main reason for me to volunteer was that I needed to attain a trade test and of which to get a trade test, you needed to have a formal employment of some sort. So for me, it was, it was not yet more about money, but to acquire the trade tests, then I can, then I can go strong on marketing. And but the good thing about the company that I was volunteering on, well, they ended up observing me in the very first month, that's when I get to, what my, to receive my first pay. But now here's the thing, you come in as a volunteer, you get absorbed in the first month and you get the pay in the first month, what is it in your view that you feel you did? That's at your part. And I'll tell you why I'm sort of landing on these key things that are necessarily in the question. Number one, I firmly believe that our younger kids or young individuals or other individuals need to think about artisanal skills, because when you're an artisan, in my view, you don't sleep hungry, you can always find something to fix somewhere, there's always something broken. And the other thing is what you're touching on now, the discipline of coming in as a volunteer. But I think there's some nuggets there on things that you did that showed you off as someone that they needed permanently. Sure. But what I can say is that for me, besides it being a place of employment, before employment for me, it was the love of the trade itself, because well, I do what I love. So that's one thing about it, and I didn't really, really treated this employment for me, but for me, it was more about zero-down time, which I still maintain today in my own business to say, if there's zero-down time, I might be. And I think that's what the company fell in love with as well, to say, this guy's dedicated, he's got passion for what he's doing, so they can all absorb me, because if I was there, they knew that they won't have a down time as well. So maybe just educate me, I guess maybe it's an interesting term, what is zero-down time? The co-business was to hold to all the languages and whatever, or tracks as to be in the road. So once the track is out of the road, it means that there's zero production. So we have to push production, that's what we do. Sorry guys, I'm just looking at our producer here, just nodding my head, because I'm really loving this new concept. I never even knew this. But I guess here's the thing about the podcast. When you're here, you're not here to just hear a conversation, but you're also then here to learn. Here you are, you've transitioned from school, you've gone into the technical school, you've gone into formal institutions of learning, you've now got on a job. At what point does it hit you to say, you know what, it actually starts my own thing. What was that whole entire conversation allergic? The lack of better words, the relationship was white-owned if I can put it that way. And you know, it's, I don't know if I would say it's within human nature to say, you obviously prioritize those of the same skin as you, or those that are advantage financially are the ones that are going to get better, better service. So what event is that? I realized that more of my African brothers are suffering the most there, because they are the ones who suffer more downtime than the other race. So it hit at for me from that point to say my brothers are losing out on business years soon. Our brother do something to save them, that's where the whole thing started. Yeah, that's quite interesting and I think because you've noticed that gap in the market. So now you've noticed this particular gap and the gap is really centered around the lack of service delivery or rather discriminatory service delivery, right? It's a potential gap, but now you get in, because often time when we get into business, we sometimes get into business and we've got this idea, sometimes we've got ideas. Either the sometimes idea is, I'm going to get an office cook eye, I'm going to hire so many people, I'm going to start making so much money, I'm going to have so many clients, I'm always going to be busy. What are those thoughts that you had that once you started you were like, "Yook, I didn't think it was like this." Well, look, I'll be quite honest with you. One of the biggest dreams that I've always had was to run a workshop that the infrastructure is top notch, of which only when I started to enquire about prices, rental prices, that's when I go to see that it's not as easy. And then the other thing that I always dreamt of was that as much as I'm a business person, I thought I'd have that moment where I live so-called family time, but it came to a point where there was nothing as such. You have to be saving the people out there, so it's one of those things that you get to see, to see, you hardly get time for yourself, apart from your family. So those are the things that I never knew that they exist in the business world. And I think for me, you know, you bring up something that's in the podcast, in all the questions, and also from the guests I think they haven't touched on, around the sacrifices that one has to make, right? Because I think in the initial stages of building, your family is part of the thing sometimes that get compromised as you develop and you build this grand idea. With all the rejections, the highs and the lows that come with entrepreneurship, what in your view do you feel helped you to stay in the game? You know, when you have a got the rejection, oh, you got a call that said, hey, the truck fell from the crane or whatever hoist, now more things are damaged. Besides the insurance part of it, I think I think having a supportive family as well, it's one of the things that, you know, that in a matter of where things can get you, you're still accepted in appreciated way, way, way you belong. So I think that's that's one of the things that up stands for me to say, my family is a very supportive family, and for that it makes me, it makes me not limit myself business wise to say, whatever was in the US case scenarios that may come, I'll still find my way there, I'll still find my leg back to see, I'll get back to it. And then I think for me, everyone's got an original story, and I think for me you sort of touched on the influences of your grandfather, right, in fixing cars, or your father in fixing cars, right? I think for me, of all the places where you could have done it, why Pathan? Pathan was a coincidence, if I can put it that way, to say God employed in Pathan, and then the other thing about Betal is that it's a mining town, and it being a mining town, it's also the center of postations around Pumalang if you knew. And also it's also in the center of the crossroads of Pumalang to case the 10. So there's a whole lot of trucks that are passing there, either going to the postations, either going to Richard's Bay or Deben. If it's coming from Pumalang, you know that 80% chances are that it's going to make it through Betal. So business analysis told me that, that is the best place because almost out of 10 trucks, eight trucks are going to pass through Betal. So that's where there was a strategic positioning as well, if I can put it that way. Let's talk about the name Rendaino Autoclinic, why clinic, and not just garage, or autospace, or. Well, I think it goes with passion, and also when I was still in the dealership, there was an old man by the name of July. He usually said that if a truck comes to this guy, he's going to get it right. So out there, they used to call me Antwalempilo, if you can, if you can, if you can, so Antwalempilo is simply means clinic. And also I had a client as well who used to call me Antwalempilo or Matrak, so that's when the whole thing started. When you look at your upbringing, or maybe just life in general, where does the spirit of diligence come from, and I want to really just hone in on this, because I think you know it as business IT, sometimes you go into a store, you go by things, but the service is not delivered in an immaculate fashion. You know, sometimes you work with people, maybe you hire people, maybe you don't, maybe you are hired and there's a level of mediocrity there, but what is it about you that got you to a point where excellence is the standard and its excellence or nothing? Maybe I should take it back to my upbringing to say, "Where grew up my dad runs a fleet of Texas?" So in that, if ever you would find him fighting a driver, it's because there's a complaint that the client is not happy about the service. And then I get to learn from that to say, from my upbringing, you should know that the hand that feeds you is the hand that should be the APS. So to this point, to this day, I still maintain that to say, "I should keep my client's AP." I mean, for me, if I'm not taping myself, I can still deal with it and overcome it, but if a client is not taping matters, all kids then could buy. Now, tell me a bit about this then, and I mean, I love the customer positioning, but I think before I dig deep into the customer position which touches a lot on retention, and marketing, and growth, I wanna then ask this, where did you then source the funds to start the business? Well, the good thing about being a mechanical workshop prepared is that your scale is the most expensive commodity that you need to start a business or most expensive resource. So I had my toolbox back then. All I needed was a laptop, so by the way, I could still raise it when I was still employed, so there was the biggest thing, but then before I knew that there were other bigger things. But for me to start, that's what I needed, and I could fund it myself. And I think guys, it's touching on a beautiful thing that I really love, which is why earlier on, I was holding on on the artisanal skill, which is skill, because the one thing we can take away from you, we can take away your toolbox, we can never take away your skill. And harnessing that artisanal skill in whatever profession you're in is super imperative because it's always gonna put you in the front and center of the customers that you are in. Now, I mean, it just indulged me a little bit here and then, you know, often time, I think when I was younger growing up in entrepreneurship, I'd hear and I'd read quotes like, "The customer is always right," the one. Then I grew up it all day in business, then I lent, sometimes the customer can be wrong. What are your thoughts on that, especially in the context of managing customers, because sometimes some customers can be a bit abusive, you know, in that point, what do we do to promote the more delete, what has been your work around to those types of situations? For me, I think value analysis is quite important to say, if a customer is bringing so much and they're costing you so much, is it worth keeping them? So it comes down to a point of, if they're costing me other clients, then that's not negotiable, but if they're costing me something that I can charge them for, I think I can deal with that to a certain extent. But as far as they're disrupting the business, I don't think it's even negotiable to keep them. For as long as there's money coming in and they're not taking up money from the business, I think it's something that we can deal with. I think I really, really love what you're bringing here. But you know, when you look at something called the entrepreneurial quadrant, maybe quadrant is wrong because it's fall, but in this case, it's the archetype. In the entrepreneur archetype, you find things like the artisan, which is what you are, the professional and various other types of entrepreneur archetypes. But what I usually find is that the archetype, who's usually an artisan, usually in most cases struggles with the order of running a structured business. How do you, or rather, how do you manage that? You know, because you then find the guys that've got the skill, please send the invoice. He doesn't know other invoices. He just knows how much to charge. You know, please do one to three. There's no compliance. Nothing properly managed. But I think for me, one of the consistent things I'm seeing is I am unto a limpilo, which is, you know, a clinic for vehicles, for trucks. But on the very same side, I do the very same thing for the business hall. So, realistically, and I know various aspects and parts of the business. I wouldn't want to round it up in a single word answer, but it's a journey if I can put it that way. Because before studying the business, of course, when studying mechanical, there was these other modules called business at mean and all those management courses that are coupled with the costs itself. But even though you've got those, it's not as easy to implement it once you get into the market. Also, one of the things that I would say really, really helped is the incubation problems that I've been through. Because when I started, I didn't have a set standard of charging lines. There was more of this is how much I can just charge them for today because I need so much. But as time goes by, as you go through the programs, as you go through the entrepreneurial programs and other studies that a person does, you get to see that it's only fair for a business to have a certain set standard. And also, keeping yourself around people who are in the business professionally, so also helps you to maintain the standard of the business and the integrity of the business as well. But I want to ask you something here, and you say, when you started, you were charging whatever and sometimes it would be what you needed for the day. How did you deal with that psychological aspect of money? And I asked in the context of now, Pella, you're charging me 500 yen because you need 500. But the actual service is 10,000 yen. How did you manage that psychological bridge that says, "But am I overcharging? Do I even deserve 10,000 for this 500 yen worth of effort or is that a process that you had to undergo?" Or was it instantaneous for you? Was I not that with me, the early days, you charged 200 yen, you learned that the market price for this thing is 3,000 yen, you don't charge 3,000 yen, you charge a thousand five because you feel like you get a little bit scared, would you, would they even jump on to this thing? Those are the challenges that we do come across as entrepreneurs, but for me one of the things that really helped is that when I was in one of the incubation programs, they were encouraging this thing of saying, have a set standard of which I went and cloned the dealership to say, dealerships this our time, basically, and I was used to that phenomenal of selling time. That's when I started to say, I'd rather have an hourly rate and work on that, so that's how I got to deal with it. I don't think it was more of a challenge for me to transition because already in the workplace that's what I used to do, that's what I used to do, because in the workplace in the dealership, basically, technician is the person who charges you because they are the ones who tell how much time they spent on the job, so that's what happened, that's what happened for me to start using it. the stellar thing to to church glance. Is there a significant failure that you can think of that you experience that you are able to share in business or a moment where you're like you are better now things are tough or things are going haywire that you experience in your entrepreneurial journey and if there is what was it and how did you navigate that? Well these they're a number of them but I can I can just put out one that stands out and I think I'm still recovering from that one. You know I've always been told to say in your business you shouldn't have that one big client and for me it was it didn't make sense when a person is telling you until recently when when the when the minerals were we're not trading as well then the tracking businesses were affected as well so that one client that I that I used to bank on that's the client who got affected fast and now to to restructure to reposition yourself in a way that speaks to the other to the other companies it becomes a challenge because you are used to to invoicing this client and you know that if you invoicing this client almost all your monthly expenses are covered but now and that client is not there and then your running costs are also affected then it becomes it becomes a major challenge so that's that's one of the things that I would see was I was a real downfall that I had and then I think for me part of the work around is that now how have I think how do you work around that now how do you segment do you now say if you've got a large client how much percentage of your sales would you like them to now take up well I think if a client is large for me 20% should be more than enough for them to to take and you know what I love about that it means guys if you're making 10,000 rand and your large clients brings in a hundred thousand rand if they've useless formula and they are supposed to contribute they are now falls under the 20% cap means that you need to go find the additional 80% and that 80% is about what my max is a bit of 600,000 which then keeps you in the game it means that you never ever rest I really really love that I really really love that yeah because and I think for for for upcoming entrepreneurs one of the challenges that we that we encounter is that I don't know if it's because we're not yet used to money but we we get too comfortable with with that client that we that we that would that say everything as in in majority of the of the of the business or I don't even know if it's if it's as being scared of of approaching other clients that other potential clients yeah you know what I think it is also I think it's come for what do you think I think we're too comfortable because if you're used to getting 20 runs and now you're making 10 and runs you you feel like it's it's okay for you it's enough but will you forget about the rainy days that I had to come no you know no no no you're right man I think we're spoken about that significant moment which is a setback what what was that moment where you said that you looked at your businesses like this is a good moment I think we've hit a beautiful milestone yes business is an interview of a continuous journey we never arrive but there are these milestones where you sit back you know and you're like yeah I know for me one of them was the first time years ago we got a one of the further answering machine on the phone where you call it is like welcome to it I was like you made it I'm like I'm a billion now in reality hit immediately after part that moment feels so good oh what what was that moment for you for me it was when I could I could go in a vacation of the family for the whole weekend the business was running yeah that that was when I felt that I'm getting there yeah yeah yeah I think that that was it when I went I could just spend the whole week away from the business and the business was still running what did you need to put in place for you to achieve that in your view I think in my view the very first thing that I did was to was to let go of the skill to say admit that the other people have got the skill as well and and delegate them processes in place as well so that was the very first thing that I that I had to deal with to say and I think it's it's a downfall for for at is a for at is an entrepreneur as well to say we we rely more on our skills to a point that you know absence the business is not there so I had to I had to deal with that mentality to say the business will run in my absence as well I mean walk us through RAC right what does a obviously and don't find no offense with the way typical but what does a day in RAC look like for me a day in RAC well I'm not an early bed that's that's one thing I want because on a normal day I would wake up around around seven take the kids to crash then when I come back I deal with the paperwork and the admin just to see if everything is in order then around 11 I'll be I'll be calling the clients that are outstanding or called calling new clients as well then from there I know that I have to go to to the workshop and then in the workshop I'll be there until around 11 in the evening making sure that vehicles are done so that's that's our day looks like for me guys that's a 16 hour day there's nothing short about the day but you know what I love is that you found a method and one of the best advice I ever got was find your productive hour then I asked this guy what do you mean productive hour he says because we're human beings naturally we built up differently he says I'm the most productive between 1 a.m. and 6 a.m. doesn't mean I don't show up for meetings at 2 or 3 or whatever but that time between 1 and 6 that's where I get my best work has come doing we're doing stuff critical stuff day and I use that critical mess and nothing for me in your formula you now have a formula and a structure to what you do and I think it says to me guys and all of us have structure to what you do you can't wish it and you can't spray and pray and hope for an imagery design but one of the key things I love about what you're mentioning in your structure is that 11 a.m. I call clients I follow up on the old ones and I find new leads as a consistent behavior how that then leads me to let you on to this question how very important is sales as a daily activity and habit in one's business well I'll say sales are the parts of the business if you put it that way because with sales you you're certain that if you sell you're going to get money and the main reason to start a business is to make money so if the sales in place then you know that the business is running it's a healthy business but if they're no sales then you should know that come on then then you've got a problem so no man and I and I and I think for me it's such an imperative so the habit of doing it consistently becomes very very important what is that one lesson that you learned either in a book or you were told by someone significant and it was all a stuck and remained with you the lesson that I would say a a land is never give up on clients that's that's one thing that that you should that I that I always keep on on doing to see if if I iron a client I keep on trying to to get them and it sometimes gets difficult to get out of clients but if if you're consistent you never know you're lucky they might be coming with them when you need to be consistently following up so operationally maybe just bring us into the loop you guys deal with anything from life vehicles all the way to heavy duty ideally yes because I initially when I started the business the idea was that I'll I'd prefer to deal with fleets of individual clients and that was to minimize to minimize the admin but as it stands we were starting to to open up to to individual clients as well because we we we've got the staff now we've got the capacity to to deal with them but not officially so if I can put it that way but we we we are getting into that market into that space as well in the market and then how different is it in your view I mean I guess in my view which is not technical servicing or sorting out of fixing a light vehicle it seems easier than fixing a heavy vehicle I guess because of the size is that is that the ordinary thinking or from an operations perspective but I wouldn't say it's true but it's it's more about it's more of what are you used to doing because for me I always find it a challenge to fix smokers but for I do have led you to mechanics in the workshop who also find it difficult to fix trucks meaning that because we are wired to to fix a certain size of a vehicle then we we struggle with the other one but it's it's just a mindset if I can put it that way because also when you go to to the yellow plant as well when working on a yellow plant if If you are waking, therefore you will find it nice. but when you go to the light duty vehicles, that's when you're going to struggle as well, to adapt. - You are in an industry, in most cases, I think in my view way, we're never interacted with small businesses, they're really not structured in formal, but here you, and there's quite a few that I know that are as formal, but majority aren't. But here you are, you formalized, but also in an industry that has bigger players in those industries that can service at a different scale. What has kept you in the game, in your view, ferociously chasing for the big fish and the big shock? And I asked this because when we had a conversation two years ago, you were not talking to me, but I want to service 10 trucks from across the street. You were like, I want that large mining company that has got 500. I can sort it out now. And it was the confidence of his words. He was like, no, I've got the skill. I can deal with them now. - The thing with dealing with logic lines, it's because of the work experience that I gained from the employers that I've had before. Because like I said, when I started I was a volunteer, they had a fleet of about 40 trucks. So I had the capability to run a fleet of 40 trucks, just me and the assistant back then. So also when I went to the dealership as well, I was assigned clients with bigger fleets. So it has always been a matter of planning around the job that gave me the courage to be confident enough to can deal with the mine, I can deal with whichever client that's big enough. And also from an admin point, one of the things about me is that admin is one of the weakest links personally for me. So if I'll be dealing with an admin of a specific client, that was one of the things that I found easier to deal with a few clients, but a large volume of vehicles. That's one of my running operational skills, operational methods that gave me to that mentality. Collaboration is key in business. How have you honoured the power of collaboration to put your business forward and also put yourself forward within the industry that you're in, in the area of Bethel? Bethel has got a few mechanics. If I can put it that way, there are a lot of people who repair cars, but there are a few mechanics. If it makes sense, and I don't know if it was coincidence or it was papers, but out of those few, all of them we do have a working relationship, and also the stakeholders in Bethel, it's mainly the trucks and the Texas associations, of which out of the entire Bethel, I would say 70% of them, we've got a working relationship with them. So it has always been making relationships, even if it's not fashionable for me, because you never know when it's going to work for you. And I mean, I really, really love the truck because collaboration then becomes the catalyst for real growth in any business. Now, there's a saying, "Ibuza, what about Pambi?" In your entrepreneur, Jenny, did you have, who are these individuals that were pillars, who mentored you, or who coached you, as you moved along? So number one, who are these individuals? And number two is how important was it for you to find them or even identify them as other mental, a coach or a sponsor in business? This one guy looked up to that I haven't met, but I always inspired with his name is Steve. He was also a Mercedes-Benz dealership employee. Then, by the way, part of the name was extracted from his business. I'm sure you've seen them, Steve's sort of clinic, SAC. That's one of the businesses that I modeled my business, looking up to. And also, in me, not having met him, I also had to look up at people that I've worked with before, my very first employer, Clinton Fetter. He's one of the guys that I look up to, we still have a very good relationship with him to this day. And also, back home, then, there's an old man, was poor, who groomed me if I can put it that way. He's one of the guys that, in terms of skill, I still look up to him and still learn a lot from him, grew drawing parallels between all these different individuals that have helped you grow. Entrepreneurship is, I think, in by and large, part of it is disruptor, be disrupted. How have you, as the founder, consistently over the years, develops and harness your entrepreneur mindset? Is it through books, was it through structured entrepreneurial programs, what was it that you did, or you continue to do, that helps you to stay fed as a founder, so that you dream bigger, but also you're able to weigh down these amazing dreams that you have? - In the first three years, if not four years, of the existence of the business, I would say formal entrepreneurial incubation programs, we lead a vital role in the business as well. And then as we growing, or as we're moving to the next stages of the business, getting inspired by the works of other people as well, makes you dream bigger. So that's what is keeping us going. What is the hardest lesson that you've learned through RIC? One of the lessons that I would say of land, the various ways, having trust in too much people, it's one of the lessons that I've learned because there's a person who does my bookkeeping and complying stuff, and I remember there was a project I was supposed to work on early last year, it was around Boxback. So my, my letter of good standing and inspired by then, I went to them, I asked for them to renew it. They did, I ended it over, only to find that it was fraudulent. That's one of the hardest lessons that I've learned to say, I couldn't get the job because I trusted someone so much to do things that I could have done myself. And it costed me a fortune. Yo, delicate don't derelict. The hardest lesson I've also learned, one of the hardest lessons I learned was that, delicate don't derelict in business because it's your fiduciary and fiduciary means legal. Responsibility is a founder to know every single thing that happens in and outside of your business. There's a season in every business where the phone just isn't ringing and money isn't tight. How do you keep, how do you navigate those seasons? There's a season that you don't wish upon any, any entrepreneur. But yeah, because, because this is life, it does happen. But when it happens for me, if I'm not getting new clients, I would, I will get a detour for the business. That's, that's one thing, that's one thing about me because we've been, we've been there and then one of the things that I did is that we introduced shuttle services within, within the company. So we were still young at that, but we just had to find something that will substitute those moments that are not favorable for the business. And these would be for what, for internal staff or for external clients, for external clients to generate income. Okay, okay, okay, sure. I really, really love that. I mean, through the corporate ESD files, practitioner who's watching this, what is the long-term vision with RAC, you know, or rather, maybe let's remove the long-term so that it doesn't pressure the question. But what are some of the key mouth things that you guys are willing and able to share with the public for the next couple of years? Like I did mention a few minutes back to say, there's a guy I look up to, which is as easy. And then my business model is structured around a similar concept. So I think I would want to branch out as well as an entity and also I would like to introduce a ESPAPS model on the business as well for me to be able to sell space and have only one house. Just for you to bring a truck and we can source out everything for you and you will collect your truck when it's done. That's really, really powerful. What is that one or two or three pieces of advice that you'd love to share with the artisans, the entrepreneurs, the founders that are watching this podcast today? My advice was, be a simple one to say, look, if you've got a dream that's realistic, chase it and work on that dream because one of the things that we've all, the trap that we've fallen to is that we want, we want to live the dream but we don't know how to work on that dream. So it's quite important to work on that dream as well that we have and to be less proud of ourselves and God, they ask for advice and work on that advice that we've got and the other thing is that not all advice is that you're going to get a good work for you. So just, just in respect and relate to the advice if it doesn't work for you, try what works for you. No, I mean, I really, really, really love that. Any additional thoughts or parting shots to our viewers and guests? Well, for me, what I would like, but maybe before parting shots, sorry, guys. What are the services that are rendered by REC? Well, REC, we offer roadside services, we offer repairs, we offer fleet maintenance, fleet management as well and then we also do pre-inspections on your vehicles and your machinery as well. And as like I said, we are currently young at shuttle services as well. Now, just in the pre-inspections for machinery, what type of machines are those? So that at least we are able to educate our guests? Oh, apologies about that. You know, it's interesting that I'm talking technical people. Even when I speak of machines, I'm talking about your yellow plant, your truckless plants, your air-thmoving machines. So guys, it needs to be on wheels. It needs to be on wheels. And then I think for me and then that piece of advice and then you'll then will move on to the last bit. The piece of advice from me is that whenever you, whenever you enter business, you should expect the disappointments that comes with business because business is not always rosy as it sounds, but have that room for disappointment. And in you having the room for disappointment, also have a resuscitation plan because we can't fall for ever in business. We have to resuscitate and kick back. So how do people get in touch with you and also is the service provided locally in Pratha? Okay, and you guys do call out wherever. We do call out wherever because we do have clients in the North Run Cape, we do have clients in Richard's Bay as well. So there's no place that's too far for us. We do. And also you can find us on our cell phone line 076754, 00734, or you can go into our website, www.rac.co.yt, or find us at email the easiest one to find us is the RAC dot auto clinic at gmail dot com, but you can also find us at info at RAC. Ladies and gentlemen, there you have it. Um, check them out. RAC all the way from in Bumalana doing work nationwide. Uh, really just disrupting the industry and the space that you in. I think might be the takeaway today. Honest those are seasonal skills. Deliver excellence, be known for the excellence in the trade, because that is what will air market and consistently keep people coming in. Have a benchmark of an excellent standard and then drive yourself all the way up with that delivery. Join us later again next week for another episode of the gassie business podcast where we unpack amazing stories with brilliant founders to not just inspire you, but sharing practical information that you are able to apply into your business scale and run your business for growth. What about the two?