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Hello and welcome. Today we are continuing the conversation about how to determine who are the prospects, who are the contacts, who are the potential customers that we should be spending the most time with. Because too many people don't bother to figure out who am I talking with. And so because of that, you don't spend enough time with the right people or you spend too much time with the wrong people. And so we've been talking about this for the last, I don't know,
maybe 3-4 episodes. So today's episode actually is a case study, was meant to be a Part 2. You know, I recorded the Part 1 and then I forgot. Sorry about that, you know, because I don't have a production assistant, at least not yet. So, and then later on, these accidents, I believe these incidents should happen less and less. But anyway, today I'm coming up with a case study to flesh out some of the things that we discussed in a Part 1.
To be honest, I know the Part 1 was last week. I can't remember which episode was Part 1, but don't worry, if you've listened to the first part, you know, you will now understand like oh, OK, OK, OK, now Part 2 BDS. But if you're listening to this one first and you don't know which one is the Part 1, don't worry, you're still going to be able to get value from it. But like I said, excuse me, I've been discussing these sorts of issues for the last time couple of days.
So the case study for today is a fictional case study. And let's say we're dealing with a founder based in Lagos and let's say his name is Tunde Balogun. Now if there's any Tunde Balogun listening to the podcast right now, I beg no Vex, it's not as if I'm trolling you or anything. The name is completely made-up. I just need the name. So came up with Tunde Balogun. Now let's say Tunde Balogun is the head of growth and let's say he's the Co founder and the business is running.
Let's say he calls it Swift Logistics. So excuse me. So again, if you run a logistics business and the name of your business is Swift Logistics, please, this is purely A coincidence and this has nothing to do with you. I'm just coming up with some names just to make things concrete. So let's say today, now and his business, Swift Logistics, they are in the business of doing B to B Haulage Solutions. Now B to B just means business to business.
Business to business means you're a business owner and the kind of customers that you like, the kind of customers, the kind of clients that you like are other businesses. So you're not talking to people one-on-one. You're trying to get business from a customer. So a business to business person in this kind of a bTB business in this case now since he's into logistics Tunde Balogo now and his company is Swift. Don't be talking to somebody like me, private individual to come and collect business.
I mean, like if I come along, yeah, sure, no problem, maybe. But don't be chasing me. They'll be chasing other businesses. OK. Like in my estate now, for instance, there's a lady who runs a what's this thing called now yogurt. She has a yogurt factory in my estate. Some of you be saying yogurt factory. Yeah, you know this Niger now people don't pay attention to zoning laws anymore. So people just, you know, poultry, dog rearing, what else?
Anyhow, anyhow, she had a factory anyhow, they'll be putting putting up stuff. So she runs a, a factory where she sells yogurt. Now Tunde Balogun can enter into business with this woman and decide to be distributing her yogurt to distributors, to suppliers, to shops, you know, things like that. So that's what I mean when we say BCB. Now the other end is BTC. That is business to consumer. That is when a business person targets single, single, single customer, one-on-one private individuals like DSTV.
So DSTV, they like to get money. That's perfect example. DSTV has B to B and they have B to C. So B to C just means DSTV is trying to capture people like me. They're trying to collect money from me as a solo individual. Then DSTV also has ABTC division. That means bTB division. That means I try to capture other businesses. So DSTV can go and approach maybe like NNPC now for instance and say, hey, NNPC will not suppose give all of UNA director DSTV direct into their office.
So let's have a conversation and let's see what we can work out. We'll give you multi channel package something something you know. So that's BCB. OK, so BCBBTC business to business and then business to consumer. So let's say 2 day now 2 day Balogun their business, Swift logistics business to business. So they're targeting other businesses. Now let's say today is facing a problem and the problem is that their revenue don't stagnate.
So before revenue was going up or money was going up, but now the team don't hang. You know, it's not going up, it's not going down, just the flat. I know that that's not really good. And then let's say that the sales team is on the verge of a burnout. Burnout just means, Oh my, don't tire. Like I'm spent. Like I'm exhausted, like I can't even deal. Like, man, today as you see me in the office, you're supposed to thank God because I'm tired.
So that's what burnout means. So let's say that's, that's where the sales team is at right now. So let's say Sunday today. Now he's beginning to reason this thing. He's thinking this thing that ah, see, doing my business is now, So what I'm hearing from my, from my head of sales, see what all these people are saying that he's now looking at the CRM and the CRM has a pending calls. Now, CRM is a customer relationship management tool.
It is just anything that you use in the business to try and keep track of who are the customers you currently have? What conversations are you having? What conversations are pending? Who should you talk to next? Who looks like a deal is close to a close to closing so you can figure out what you need to do to move the deal forward. So that's the CRM. Now for some of you who don't have CRMS in your business, they're probably using an Excel sheet or a diary or you're probably just using Google Calendar, you know, on your office computer or whatever.
But most important thing is we need to have something that exists outside of our head that will help us to keep track of all these conversations that we're having, we're having because if now bring you the use, if you're trying to run this thing from memory, you, you mess up, you forget things and it happens to everybody. We're all, we all have been in a situation where it does mind your business. And they're just scrolling through your phone and then you see somebody's name and say,
isn't it so, so, so, so, yeah, I was supposed to have called him last week Monday. I now start crumbling, scrambling, ha. What will I do now? What will I do now? What will I do now? So everybody has been in that kind of situation before. It happens because you either don't have a CRM or the CRM will you get, you know, to the use them. See, it's normally happens. So don't feel bad. The thing is just make sure that you stay on top of it.
So today is looking at the CRM now and then you just be seeing pending, pending, pending, pending deals, pending calls, pending calls. So let's say for the last six months now, the focus has been today has been trying to get his sales team with Swiss Logistics to chase big, big corporate contracts because that's where all the money is. And let's say his sales team, they've been working like 12 hours every day. You know, you show up, you know,
now it's normal Lagos also culture, you know, you show up like to the office around like maybe like 8:30 or so and then nobody leaves around that time, maybe like 7:00 PM, you know that thing. And they've been calling, they've been calling, they've been calling, they've been chasing, chasing, pursue, pursue, pursue the pursue customer up and down. And then every single time they're sending out proposals, you know, 5 page proposals, 20
page proposal, 15 page proposal and then sending out price quotes for every single person that they've been talking to. And that's the reason why the sales team is burnt out because actually they've been chasing people meeting. They will go phone call, they will take any which way that they chase that's in a pursue. They want money. So on paper, when you look at our current thing as business owner, you will see that everybody is busy.
The sales boys are busy PRPRPRPR running all over the place, sales girl to elect everybody on the move. But then you'll not be thinking now wow on top all this activity closing rate is just 5%. What that means is you talk to 100 people and then only 5, only five of them give you money. Again, closing rate just means the, the amount of people who end up giving you money out of all the people that you're talking to. So you can look at it as per over 10 or over 100 or over 20
or whatever it is you want to call it. You know, if I'm talking to every 10 people, how many people give me money? If I'm talking to every 20 people, how many people give me money? If I'm talking to every 100 people, how many people give me money? So 5% just means if I'm talking to 100 people, five of them give me money. Then if I'm talking to 20 people, Abby, 20 people, 5% will now be what now? Well, you know what, let me stop here because my children, when they grow older, they might be listening to this episode.
And I don't want them to see that Daddy is not Google Mass. So let me just stop there. But you got the point. So 5% just means you talk to 100 people, 5500 and give you money. Then let's say now 2D, I mean, is it Tunde that we say his name is? Yeah, Tunde Balugo. Sorry, I had to check where I wrote it down. So where was I now? OK, so we're talking about how they're closing at 5% and then Tunde is worried. Then let's say now Tunde has a a sales executive, their chief or their lead sales executive,
let's say her name is Informer. And Informer has spent three weeks, 1233 weeks pursuing one big company is a top tier customer. They're into manufacturing. So you know, if you win this kind deal, as it will be correct because I'm, you know, every day you'll be transporting things for them, you know, from the, from the manufacturing plants to the customer or from the manufacturing plants to the port or to, you know, good, good business, good business.
So, so I've been chasing this guy, this company for three weeks. Then let's say the proposal now the package proposal everything 150 million that's for annual contract for the whole year, not month, month, month, you know, for the whole year. Then if I'm now sent it to the client and then the guy just went quiet ghosting, no feedback, no nothing. The guy know they pick called the guy not respond to e-mail, nothing. The guy didn't say too expensive.
The guy didn't say anything. The guy just collected the proposal 150 million say oh, OK, thanks. I'll get back to you now. I'll get back to you if for money here anything again from him. Now, sometimes the reason why a lot of us fall into this problem because we have all fallen into this problem and have fallen into it. If you've not fallen into it, you know, God forbid, but the time will come when you will fall into it.
The reason why is because sometimes we fall in love with something that looks like it's a big deal, but we didn't check whether it was real. You're talking to somebody, the money is sounding big. You're hearing 10 million. You've never heard terminal in your life. You know, you're now feeling and look, it's not an insult. Everybody, everybody gets there. I remember the first time that I was doing something that's in the event space and by the time we're calculating the bill, they think came up to 900 or something.
I'm ashamed to admit this, but it's actually what happened. They think came up to 900 or something. I say, hey, 900, this one don't remain small for enter one MI now use my pencil. And now council, council, council, council. I brought it down to 800. That's OK. Let the team not be too close to 1M. So I'm admitting I've done that. We've all done that before. You know, until one M hits your account. It sounds like it's big.
And if you're working on something, anything is too close to 1M. Instead of you saying, hey, you know what's close to 1 M, let me just round the top. Let me just make it 1.1. Make it 1.2. Be afraid. You now scratch it down. So yes, I'm not proud to admit I scratch it down to 800. And then the interval price you just paid. I was now thinking, yeah, oh, had I known for just round her mop one M neat. Anyway, that was them.
So if former was probably happy, like things are not moving on at the office, occasionally they rake the complaint, you know, the morale is just down. So for her, if she could just close this 150 M like everybody in the office would be happy to, they'll be happy. People will clap, you know, then we'll give a boost, moral, moral boost. You know, people in the office, everybody with a ginger, you know, 'cause when money comes in, everybody's happy.
So what Orgut 20 is supposed to do in this kind of situation is Orgut 20, if you're listening, whether it's a real name or not, because I know that there's somebody in this situation that is in this Orgut 20 situation. What you need to do is you need to stop making your people court machines everyday. Quote, quote. Quote, quote, quotation, quotation. Invoice, invoice. Invoice. No, no, no, no. OK, Tunde. What you need to do is, excuse me, you need to get your people to take a consultative approach.
Everybody is a consultant. If you're listening to me now, it doesn't matter what business it is. You do. You're a consultant, right? If you run a betting shop, no. Don't think of yourself as a gambler or whatever. You're a consultant. I don't know how you couch it as a consultant. Give me some time, I'll think about it. But you're a consultant. If you saw clothes for people and stuff like that. No, you're not a tailor, you're a consultant.
You know, how will I put it now? You're a fashion stylist. You're a shall wear consultant. No matter what you do, you're a consultant. So ogaturally what you should do in this situation is you coach your people. How did you become consultants? You coach your people how to become consultants. And the first thing that we do as a consultant is because is somehow, somehow to be talking to people. You now give them free consulting or whatever.
And then they say, oh, you're too expensive, blah, blah, blah, blah, blah. Look, it's very, very frustrating. So what you do is you get your team to be able to test affordability in the beginning. You get your team to have the school to be able to check budget early, early so that you invest time. If deal is going to come to 150 M, don't wait at the end of three weeks and send the thing of 150 M and then the person will look and then say, oh, OK,
I'll get back to you next week. Then from there, quiet, you bring it up, it's OK. Based on what we're talking about so far, annual revenues, something, something looks like this could be, it could be within the range of maybe about a 3050, about 160 million. Does that sound about right? The other person here, what they have to say? The person says what? My current supplier, we don't pay him more than 80 million annual.
Once the person responds like that, you know what it is that you're dealing with because you gave a range first, you gave a budget first, you got some feedback 1st and he now know that OK, what we were looking at is between 130 and 160 million or Bross says that he has never paid anybody more than ATM. At least you've gotten some feedback. You can now go back to your car or Gatunde and then both of you begin to brainstorm like OK,
what's the way forward? We won't be this guy 150, but the guy talks say 8 million Max. You know, they pay at least now you know. So there are ways that you have these conversations that you test budget, you just give a small range. You also, OK, look, based on the volume you're doing right now, a solution like ours typically requires a monthly budget of around maybe 5 to 8 million. So does that work with what you set aside for logistics for this year?
Bam. And then you ask and then you hear what they have to say. Ask the question and then keep quiet. OK, Chief Odogo, Madam, blah, blah, blah. You know a larger OK, we've been looking based on all the movements, everything is looking like a Honda kind of five to 8:00 AM. So, so my, how you say I'm now OK, no, you don't have to be that informal, but you know, you ask, does that sound about right? Is that a figure you're comfortable with?
How does that compare to how much you're currently spending on logistics every single month or every single quarter? Ask and then hear based on what they say, you will now know whether OK, I'm dealing with serious somebody, I'm dealing with a good situation or you know that I'm more, we're off the mark, so let me go back to the office, let me call or Gatunde, we'll sit down and then we'll see how we'll strategize. But at least know who it is you're dealing with.
Do a budget check. No, don't assume that everything good, everything fine. Then also or Gatunde or anybody else in this kind of situation, you need to talk to your team and you need to get them to be able to identify how would I put it now? Authority, Yes. Authority, the person who has the power to say yes and who has the power to say no. Because too many of us, we spend time talking with people who can only say no, but people who can say yes.
It happens to everybody. The first time you have. OK, well, it wasn't the first time happening, but the biggest one that I can remember, I was talking to this babe. And I won't lie, the way she sounded confident, I thought she was the bride. Remember, I used to be in events. I'm a former lawyer, now a business consultant, but I did events for some. For a while, we had confidence. I assumed that she was the bride by the time we started discussing.
As you say, I'll get back to you. So no. But I thought we were OK on the budget and everything. Yeah. Well, yeah, you know, but it's my sister's wedding, and I felt like I need you. I say I was talking to the sister of the bread. The younger sister of the bread. Of course, nothing came out of it. It was not her fault. It was my own fault. I did not bother to ask questions to even see who it was that I was talking to. All I know was she sounded confident, she sounded like it was a good deal.
She did not push my number back and forth. You know in my mind I was thinking correct. 600K600K600K600K. The thing came to naughty because at the end of the day, the younger sister of the bread decision making power no. If you're in the event business, you're talking to younger sister of the bright and it depending on family dynamics. The younger sister has the power to say no, but she doesn't have the power to say yes.
She can tell her sister that sis, you know what this guy. I don't like this guy. Don't use this guy. Bam, everything will just end there, but she doesn't have the power to say yes. Is it her wedding? No. Is she the one I'm paying? No. So Ogatundi, when you're coaching your employees, Madami Foreman or Madam Informer, you're the sales lead, you're coaching your juniors, whatever you sell, if you're looking at one or two deals, we need to know people's authority.
Are they the ones that can make the decision? So Madam Informer, you send out 150 million naira deal, the guy doesn't get back to you. It depends. Maybe you are talking to somebody and at the end of the day, the person is just desk officer. And maybe in our company desk officer cannot authorize anything above maybe 200K. Then what you drop on this table is 150 million for the whole year. Of course you say I'll get back to you now because it's somebody else who is up in the company that needs to sign this thing.
So how do you ask about decision making, you know different ways for somebody in this situation. Now Okatunde now coaching Madami former, so Madami former anybody who you know, you're a Madami former, you're in that kind of situation, whatever former you can be asking when you're talking to somebody, before you send proposals, say OK, oh, besides you, who else in this company needs to be looking at technical specifications before we start talking budget, before we start talking contract?
Simple question, OK, apart from you, when it comes to logistics, apart from you, who else needs to look at this proposal? Or OK, I'm working a proposal, I want to send it to someone or apart from you, who else would I need to share this proposal with? Oh, Mr. So so, so and so in the former companies that we've been working with, usually this is how it happens. I handle what the proposal to you, the person that involves the procurement manager.
Is this how it works in your own company? You're asking you're just trying to get a sense. Is it only you that I'm talking to that will give this proposal? I'll be are we going to be talking to procurement manager? I'll be do have like ask. It's the first time. You don't know when you do it for the first time. I know how the company works and everything. OK, you can be assuming, OK, Last time this is how we did it. This time, this is how happened.
By the beginning. Ask. If you're trying to figure out who has the authority, who is making decisions, then Mr. Tunde, you're talking to your employee, Madami Former. You need to teach Madami Former how to gauge urgency. Urgency just means that people are ready to take action now. Urgency is the most important thing that lots of business Nigerian owners do not pay attention to. Urgency just means the person right, They have a reason for wanting to go ahead now.
There's something that we can point to, something that we can see, something that we can discern that shows that they are ready to take action now. Too many of us are spending time talking to people who have no sense of urgency now. I was lucky that I after law, I started off in events and in events, urgency is everything. If you have 5 brides, potential brides you're talking to now, two of them, OK, I'm making this recording now in May of 2026.
Let's say two of them are getting married within three months, then one of them is getting married in another two years, and then the remaining two, well, the boyfriend just proposed, but the family hasn't met. They haven't spoken about dates anybody in the event space knows that that one those two that are getting married in three months will put fire on them will stay on their case. Now close marking won't drop it because if we drop that one,
another person will pick it up quick because they're getting married within three months. Their date is is fixed. That is urgency. Then the other two that where you know they propose, but you know, the family has no hard meeting yet no dates and those ones will be following them. Bob, you know, soft, soft motion our Hey, what's up? How you doing house wedding planning. Oh, by the way, do you guys have a wedding date yet or they don't still have a wedding dates?
No problem with the holiness also. But at the moment that they have wedding date priority, we now stay on their case because if we don't pick it up, if we drop it down, another person will carry that in swiftly because they have wedding date that is urgency. Then the one that in fact now is one that is tricky. And to be honest, I only had one like that because you know, in Nigeria, we Nigeria, we don't like to plan like that, like that.
We plan when it comes to wedding anyway, we plan short, short, you know, three months, six months. So that was the first time I came across a bride from a very high class family and are planning this wedding two years out. So I won't lie, I'm not proud, but I admit your boy froze. I didn't know how to pursue this one. They're getting married. OK, confirm. They have money. OK, confirm. I've seen the boy, I've seen the girl, I've seen the mom sit behind this one.
The wedding is 2 years out. To be honest, I I couldn't think of anything. I have rules. So I lost it. I lost that one. So to be honest, yeah, I'm not creative enough, at least for now anyway. Maybe if I sit down, I think it again, you know? But anyway. But this won't mean by urgency. Urgency just means timelines. Is there any timeline? Is there any reason why they have to move ahead? We figure this thing out. It is then that we'll know that,
OK, this 150 million proposal I'm sending is a good proposal. Chance day. The thing might work because they know their timelines, you know, their urgency. So if somebody says we might need some soon, and then as a logistics company, you're trying to say you're trying to figure out soon, but they're not committing to you. You say, oh, like soon. So does that mean, you know, are we talking next month to say, well, you know, and then you try again.
So OK, like within this quarter and like they haven't committed to anything. Honestly speaking, you don't know if you have a good deal on your hand or not because they say maybe soon, but as soon you can't get them to commit. But if you're talking to these people and they already have people that they're using, but they're ramping up supply and maybe the current person is not able to meet it. And so because of that stock is already parking inside the warehouse.
Come on. If you're in logistics, you're talking to somebody and they're saying that we already have stock that is sleeping in warehouse that we need to move. No be urgency, be that that is urgency. So we need to ask people how soon would you like for us to start or is there any reason why I reached out to us. Now that's an easy one for getting timelines. Because if you ask somebody, is there any reason why? OK, like take OK, I had the STV.
I had the STV issues. So those one time that we're travelling home and mom said, I've been calling the STV guy, you know, come, come, come, come. You know, the STV guy just asked, oh, is there any reason why? And he said, yes, like my grandchildren are coming home. I want this thing sorted before they get here. I was like, oh, OK, it's not it. You say yes, so it's not even a big problem that says, OK, if it's like that, mommy, no problem, I'll come tomorrow.
I was thinking it was a big thing. You see, the DSTV guy was thinking, oh, it is something big. It is something big. Let me wait until like I cleared the whole day for mommy. But she found out that it was just a simple something, just go and hook up the thing quick because grandchildren have something just pass through the next day. Finished it one time and then went about his business. So even the question as simple as, you know, any reason why you're calling now or how come you're calling now?
Or like, you know, I don't know how to explain it. Anyway, some creativity. Also use some AI, you know, to fool around and come up with some ideas. But you can find questions to be able to gauge urgency. Why are somebody calling you now? When do they want to take action? Why are they thinking about taking action now? How soon would you like us to proceed? How soon do you want this thing delivered? You know, just urgency and timelines now.
So Orga Tunde or someone in the situation of Orga Tunde now, this is what's going to happen when you start doing this for your team, unfortunately, I would love to tell you that the day you start doing this, that your business, you know, we, your business, we double your profits. I would love to tell you that, but I'm sorry, that's not the case. That's not the case. Well, this was going to happen. First of all, you want to notice that your sales people, they're going to start feeling so overworked because they're not just sending out proposal proposal anyhow.
They will see that, oh, the proposals that we're sending out now, OK, now good college proposal. There's hope. Not that whole, we sent out 50 proposals and then 15 people didn't respond. And then, you know, they'll just notice, you know, like the energy, energy will readjust. Energy will readjust. Don't be sending a proposal anyhow. Then some people will be going into natural sequence, you know, go to send them e-mail every once in a while, you know, happy new month, happy Easter, blah,
blah, blah, blah blah. These are the logistics solutions that will provide something, you know, just, you know, like that like that. Then your social will find out now that the energy that they're focusing on now the proposals that they're talking to, they'll find out that OK, these ones that it seems more it seems more reasonable, it seems more good. Don't be this whole thing of you sent 20 proposals, 15 people ghosted.
No. So the profits on double overnight. But Mr. Tony, I can assure you or Madami former, if you're head of the sales team, I can assure you in this situation, give it 2-3 months because you're asking good questions. You're doing qualification and discovery well and you're talking to the right people and sending proposals to the right people who have the authority and who have the budget and who have a sense of timeline for when they want to move.
You find out that within 2-3 months you see that money will just be, you know, coming in small, small, small. So be patient with this. This is not one of those things that you change it today and then next week you see millions in your bank account. It's more like you make these changes today because you've made the changes to the proposal process. You will now start having more fruitful conversation. So, you know, this thing is not a science, so I'm just guessing.
So let's say 2-3 months, you should start seeing some progress. So this is how someone who is in this situation and Olga Tunde, for instance, who is a founder of a, you know, logistics company, this is how you can start increasing your deals, small, small, small, not by doing more advertisements or anything, but just by increasing the quality of the conversations that you're having with potential customers. So if there's anything I want listeners today to take away is this.
Let's not like to be sending out quotations and invoices and everything is good. But let's, let's not focus too much on the number of invoices that we sent out last week. Let's focus instead on on the quality of the conversations we're having. Are people qualified to have those conversations? Because you're better off If you look at last year and you see that you sent maybe 100 quotes for 150 million each, maybe only one closed.
OK, alright, not bad. But it's not better that you send maybe, I don't know, 20 of that kind, 8080M100100M, maybe 5050 M. And out of the 20 that you closed, you know 12 of them closed. That's a much better outcome because it shows that you're better at conversions. Conversion just means you're able to get somebody to take the next step. The better you are at converting and the better you are sending, getting people to take the next step, it now means that when you scale and start talking to more and more people, the numbers will increase and increase and increase.
So it's not about the number of quotations and invoices that we sent out. That is good. We should be sending them out, but let's make sure that we're having qualified conversations before we send somebody a price quote. We need to figure out this affordability thing. We need to come up with a way. Does this person have money? Do they have a go? Do they have bar? Does it look like there's room here? Affordability. Then authority.
Who am I talking to? Who am I talking to? If I'm talking to the houseboy, the houseboy cannot give me a yes. The houseboy can say no because the houseboy can say organo de go, whether or guys around or not. The houseboy can tell me no. He can say organo de and you know, will I beat him? I will go now. The emergency. Do they have a timeline? Are they getting ready to move anytime soon? Have we seen anything? Have they done anything?
Have they said something that shows they're ready to move? If you have not gone through this simple checklist, you've not tapped on affordability, you have not scratched on authority, you have not done any kind of motion to see whether they have a sense of urgency. My personal recommendation, Just keep your proposal in your pocket for now. Hold on to this proposal for now. Just calm down. Let's try and figure out these things first.
When we have the answer to all three of them. See, life is not perfect. It's possible that you may only have answers to two. OK, no problem. At least if we have answer to 2, is something OK? The person has the authority. OK, it looks like they have a budget. OK, we're not able to find out whether they have urgency. Well, how far do I more same proposal even if we can just get started to no problem, it's better than not having any answers at all and then being heartbroken.
They sent out a quote 150 million and then the person just they go silent. You didn't hear anything again. So that's it. Thank you very much for listening. I'll catch you all some other episode. I think I have a couple more case study episodes to go through. And please forgive me again for messing up the Part 1, Part 2 thing, but I'm trusting that if you listen to this podcast episode for the first time that you still got value from this.
So if you'd love to connect with me, you can call me, send me a text message or a WhatsApp message on 08064662140. So thanks for your time and attention. I'll catch you some other time.