Master the Market: Structured Dealership Training as the Non-Negotiable Path to Dominance

Welcome to CarBiz Confidential. The podcast that gives you strategic insights and methods from dealership experts. I'm your host, Tim Kenz, and I can't wait to show you what we have store. But whether you're whether you're in a leadership role, a salesperson, a seasoned veteran, or new to the business, our pie cast is here to give you unfiltered inside look on how to become a car selling master or an unstoppable leader. Every episode, we're gonna dive deep into the car business as best practices, bring you expert interviews, thought provoking discussions, and really actionable in that you can use immediately in your dealership. But before we get started, make sure you hit that subscribe button so you don't miss any of our episodes. Today is all about you how to develop your team, how to train and really transform your training program to get the most out of your people. And I'm lucky enough to have Ray Kazzari here from Denny Menholt auto group. We've been friends for that's twenty plus years working together in the stores, and Ray is the director of training for eleven dealership. And that's like herding cats. It's not an easy thing to do. So, Ray, man, it's good to have you here. Thanks for being here. Hey, thanks for having me. It's always great to get together with you and and talk about the biz and especially training. But so tell her about it a little bit about yourself. Yeah. Well, I've been in the business thirty seven years. The last nineteen plus years with, Denny Men Hole Auto Group, and and, you know, various positions. And, you know, I've been in the training side of it, since twenty eleven, twenty twelve. And it's just I love it. It's a great group. Got a great bunch of guys. I mean, your team is as good as it gets. I mean, they have old school, not afraid to close deals, got the new school embracing video, a little bit of everything, and it takes a a good leader trainer and coached to actually get guys doing stuff. Hell, we just finished up a trainer trainer class. We did. Two day class. It's it's not even a workshop, man. It's a do shop. And you know better than anybody, but do you think the biggest thing, biggest thing you learned and all the attendees learned when they were at, train and train a workshop about training? Well, it's structuring something that's relevant. I mean, once you can draw that clear line from the training to the actual benefit and the rewards that come with it. Yeah. I I think it gets easier and I think a lot of the the attendees were really working on the structure of that training so that they made sure they stayed on point. Yeah. You know, car guys, let's face it. You know, we got the attention span of an it doesn't catch our attention, that's right. You you could lose us. And if you don't know what you're talking about, we're out from the get go. So, it was all focused on making sure you're prepped, making sure that you you know exactly what you're gonna be talking about practicing that because for some of them, it was the first time doing some of this stuff. Yeah. I mean, it's easy. We we talk about it. And it's not easy. No, guys did more training in those two days than they've probably done in their whole careers. It was the mental exhaustion that they had. Oh, it was was good and bad, right, at certain times. But I I think the, look, I went through the training trainer class years ago when I was in a dealership, and it was three days long. And I think biggest thing I got out of that class was when I went back to the dealership, I needed to apologize to everybody I ever managed. Because I never did training. All I did was told them what to do. Right? We didn't tell them or we didn't sell them. We would tell them what they needed to do. They were never told or they were never sold. They were always told. And I think the biggest thing and and training in the dealership is to become sales trainer, not a trainer. Exactly. Right? Trainers tell sales trainer sell. And, you know, you think about what what you're doing training. How have you been able to create buy in at your deal from management first. Let's look at the management side. What's been successful for for the buy in part? Well, I would tell you this. The biggest thing is is top tier management, our owner, Danny Mannholt, c cOO vice president Randy Point. I mean, it starts at the top. And, you know, they're very focused on things to whatever tool is out there, whatever information is out there to specifically design to help grow our people, help them develop so they can develop careers, book a business, and and our philosophies take care of the customer. It comes down to people processes and and product or advertising. I mean, there's several things around. Sure. But it starts with Danny and it starts Randy. Yeah. And, you know, they've been in the car business and say we're knee high. It's, you know, Randy, his dad was in the car business working for a for a group in South Dakota. So basically it's not an option. It's just what we're gonna do. It's not an option and we take the time. We understand that it's a little different. You know, a lot of guys are our group are old school. Right. But there's some good old school. Yeah. And what we're doing is we're taking that, the good stuff and combining it with the stuff that is relevant today. You know, there's a lot stuff that, you don't want to take from old school. Right. But, I mean, it really is. Like you said, it's it's top down. It is top down. Right. It's training's not an event. It's a culture. It's a culture. You don't you don't just do training one time. It's not like you go to you went to the training class. So now you get a concert shirt and you get to wear it around. It's not like a concert. It's something you do on a regular basis. It's not something you did. And I think that's the hardest thing. That's the best thing, but the hardest thing when I go to your dealerships that that you guys put in the hard work by making sure management knows. Absolutely. We're gonna be at we're gonna go out there zone and meet with all the general managers. And we're gonna create those process right? Because without good processes, it doesn't matter. But everybody's gonna be bought in. And I think that's the number one thing that every dealership doesn't matter if you're a big store, little store, multi multi point group, anybody, then we have to decide as a management team. What are we gonna do? Right. What are the negotiables? What are non negotiables? And once you identify non negotiables and every manager's on board, now we can start moving forward with our training. Absolutely. And Danny and Randy will be in every one of those as they have in the past. Yeah. It's not a do, as I say, not as I do. It's they're involved. I believe Randy went to one of the workshops before joining, partnering with you. Right. And walked out of that workshop, a manager's work said, man, we're pretty good, but when we're not as good as I thought we were and there's a lot of room for improvement. Right. We did a great job. We have good people, but there was so much more available to us. And I think you guys have also noticed even when you have a hundred percent buy in and you launch something that that doesn't mean that doesn't need to be relaunched. Like you guys have Permoguard in the aftermarket product that you guys sell. How many times have you relaunched and created buy in with your I need both hands and both feet, plus probably some of yours. It's it takes time. I mean, you a culture does just doesn't happen It it starts and and you build on it. And it's that again top top tier leadership on down. Fish rots from the head first. So come about your salespeople? How do you create buy in with them? If I'm a like if I'm a small store, I don't have a dealer principal, a COO, I don't have GMs. It's the GSM sit in two sales managers. Yeah, we're all bought in. How do I get my salespeople to actually do this stuff? Well, number one, again, it comes back to Danny and Randy being there and and focused. And they understand Danny and Randy. They're not gonna bring them something that they don't believe has value. But for myself, been in the business thirty seven years. Yeah. I think my body of work and everything from being a service writer to us, a sales consultant, a team leader, and and all of the, GM GSM stuff, those positions. I think that I've earned some level of respect. Yeah. You know, throughout. And then the biggest thing I I I gotta tell you is like some of the people at the workshop. Hey, what's the secret sauce? The secret sauce is you gotta be able to do what you're coaching and training them on being able to do it. So I go into the stores and I don't just go in and tell them what to do and then leave and, you know, whatever happens happens. Yeah. I go work floor. Take TOs as a floor manager. I worked the the desk, pencil deals, as well as the coaching and the training. And when they see that you can do what you're asking them to do and that it works. I mean, it's a natural buy in. Yeah. Versus do as I say, not as I do. Exactly. That's everybody. I think I think sometimes we forget management needs training as much as salespeople. It's okay. We all know that salespeople need to have their grieving scripted. Hey, but do we have our scripted. Exactly. When I do a early management flyby, is that scripted out? When I go out, take a to. Have we practiced how to take a to if they haven't and a customer on a car, a post demo to. What do we what do we say? What do we cover? And and even a pre negotiation interview going out there as managers But I I think I think we all have to remember, man, the car business that last last few years hadn't been the car business people have been we haven't been selling cars. People have been buying cars for us. And whether it's the freedom of trade walk, whether it's doing walkarounds, whether it's closing, overcoming objections, negotiating, really haven't had to use those skills. No. And it's the old use it or lose it. Mhmm. And, man, I'm totally empathetic to everybody that yeah, we're not very good at this. You're right because you haven't had to be. And and as the business comes back to being what the business was, man, we gotta practice. Right? And wouldn't you agree the practice is a huge part of training? Oh, it's the key to it. I mean, if you don't practice those skills, all it is is just information Yeah. You know, you you do the training, you know, give them the knowledge. You work on the skills by role playing, you know, active skill development and actually doing it. And I don't mean, hey, give me a mean, great, hey, I'd change that if I were you and, go do something else. It's actually spending some time to work and develop on the skill that you're working on at the time And to be careful that you don't try working on five or six things at once. Yeah. Less is more. Less is more. I mean, get one thing nailed down, go to the next thing. And it is. It's bad habits are formed and, you know, good times and, good habits are formed when times are are tougher. Right. And and you're right. The the industry is making a shift again. It's always moving. Right. You know, it's never static. There's always something happening and changes in the industry whether it be from the customer's buying power to the manufacturers, to supply chips short shortages. It's always changing. In twenty nineteen, right around the Yeah. Exactly. Card business again. Exactly. Have by having a race to the bottom. Exactly. I mean before it was, our our clothing was, Hey, do you have one? Right. I got one if you don't want it. It's okay. I got five other people. Oh, salesperson or manager. I sold off computer screen or I sold off an invoice sheet. Yeah. It was it was, it kios could have done basically what we were doing. Now we have to get good again. And it's I've I've said it a million times. Selling cars can be the easiest high paying job you ever have, or it can be the hard hardest loping in job you ever have. And it's been pretty easy in my pain lately. Oh, yeah. And it sucks when you're no good. Soundpar sucks if you're if you're no good. Cause you get your teeth kicked in from customers three or four times a day, and you're not making any money, making minis and all that. And it's learning how to be able to sell the car, hold gross, negotiate, get commitments from customers. And it's I think his management team and his individual salespeople, we all have to we all have to get disciplined again. On doing the training. Don't you think? Oh, absolutely. And and the great part is is everybody's on board. Yeah. I mean, they're they're doing their training. Some stores do it every day. At each shift. Some do it twice a week on a Friday and a Monday. But it's the just that discipline to actually do it. Right. And that's the key to everything. I mean, motivation wanes after a period of time. Well, and just don't you hear people say, well, we'll start training next month. Right? They always wait for perfect time. Perfections into me of progress. If you wait for the perfect time to do something, there's never gonna be a perfect time. It's just just do it, ready fire on your training. And get up and start home training because it's okay. Maybe it sucks, but it's better nothing. And it's that repetition repetition repetition repetition some other learning. That's right. You have to do it over and over. And I think I think there's some key mistakes, right, that happen with training. What Like in your stores, everybody's not on the same speed. They don't all need the same skills. That's the challenge. Where are some mistakes you've seen in your stores that you have to get everybody back on track I think we have to be careful of training everybody on one particular skill. I mean, there's there's meetings that you hold where you share some knowledge and some new stuff. And then it really the magic happens in my opinion is when you have those, hey, I need you, you and you. Give me five minutes of your time and you work individually on those two or three guys that maybe it's bypassing. Sure. You know, I don't wanna talk the guy who's really good at bypassing about bypassing because he'll tune out. Yeah. Then I go find the guys that maybe it's, maybe it's a greeting. You know, what's happening? You know, where's it going wrong, at Hello? But, it's you gotta make sure that you're not You know, it's like customers, you know, even though they're all different, we gotta treat them the same. It's the same with the training. We have to we have to treat them the same by training Right. We just have to make sure we know our team and what each person needs because they need different things at different times. It's gonna be a repeatable process that everybody can do. If you don't have a good repeatable process, then we can't duplicate success. Yeah. You're better off with that, we'll do training next month or or free beer tomorrow. Yeah. I think basically, what you're saying. Number one is we can't put off. No. Right. Training's gonna be a priority. Number two, we have to have set processes, whether it's our training process, whether it's our selling process, It's gotta be very clear. It has to be. And and you have to have accountability. Yeah. And and I think as managers, we gotta know the skills. Or we have to have a video or somebody to show them the skills. That's like, but I think I think you gotta be careful with just having like kints now. Alright. We watch a video on how on the sold real close or the four c's. And we turn the lights out, have them watch the video, then watch the video. We're done. Right. Okay. Well, that's just gaining some knowledge. That'd be like me having my kids watch Dora the Explorer. And think they're gonna learn Spanish because they use two Spanish words in there. It's the same name of our systems people. They don't learn how to sell just because they watched a seven minute video one time. It's that repetition repetition repetition, but I think having them practice may making the guy's practice. Yes. It's it it can't be optional. It's not negotiable. If you make it optional, they'll always find something to be doing. Right? I I gotta get this done. I am waiting on an appointment or, you know, I gotta play candy crush. I there's always something that they feel more important at the time. We have to make it important. And again, I think it comes down to drawing that that clear line. Yeah. Hey, you started here. We worked on this and this and man, look at that. Right. You sold the next two units this month. And we have to recognize that throughout the month. Just not wait till the end. Yeah. We we gotta track what we're doing. Absolutely. So often when we don't tie any tracking to our training. So, therefore, we end up managing and training by feelings, not facts. Exactly. I don't care about your feelings. I wanna know facts. What are we good at? What are we not good at? Okay. We're gonna train them what we're not good at. We're gonna track it, and we're gonna see improvement. Because salespeople have that mindset, I want to see it work before I try it. Instead of learning it, making it work and getting success, they want to see it work. And we have we have to get the battle through that boredom. Right? Because when you agree training, practicing selling skills sucks. It's boring. Boring. It's reading scripts. No feedback. I'd rather hit golf ball shoot free throws or hit in a batting cage because I know immediately if I'm any good. Absolutely. Selling skills, I don't know until I go on a lot So I think we gotta power through that boredom as management. Yeah. We do. We have to know and be able to execute what we're what we're training on or what we're coaching or what we tracked and and picked what areas we wanna improve on or can improve on. Yeah. And I I I don't think like for you, you gotta know the skill really good. Yeah. It's good if not better than everybody in the store because that's your focus. If I'm a sales manager, And I think some I think the best leadership quality and some of them are saying, look, guys, I'm not real good at this skill. I haven't had to use it in three years either. I'm a mess up. All gonna mess up, but that's how we're gonna learn. Yep. And if you can be humble like that as a leader, then you have no fear of of being the expert when you're doing your training class because you're learning with them. Absolutely. And and it's you have to fight the fear. Yeah. It has to be organic just you cut a video. You you can't cut a perfect video. Right. I mean, there's gonna be some things that you always go back and think you could have done better. Well, maybe you can't. Yeah. Do you find my clothes? Yeah. Exactly. What about management? Getting all the man like, in your stores. Do all the managers hold training? Is it just one manager in each store typically? What are you guys doing on Each store is a little different. You know, we have some stores that have broken sales people into little pods, little teams. And so we got four managers. Okay. You got we got twenty sales people. You have five these five guys in gals, you have these five, these five, these five. Yeah. And then they rotate them. So each manager is getting an opportunity. I have other stores where, yeah, it's this week, it's your turn. Be prepared. By the time we get to Friday for the meeting. Others are strictly just sharing the knowledge and you know, just one or two doing the actual role play and and skill development. Right. We have eleven different stores with eleven different personalities. Sure. And the greatest thing about our top tier management, our owner and and, Danny Menholt and Randy Point, they give us the autonomy or the GM the autonomy to run their stores. They see fit as long as we're accomplished and executing the plan. Right. And we know exactly what we need to work on when he asks us a question. Because he doesn't ask you a question. Randy don't ask you a question that they don't really know the answer to. Yeah. So with the managers, it's just it's become a culture. I'm a huge believer that every manager in the sales department should be part of the training, including F and I? Yeah. Best way to learn to teach it. I mean, you'll have some guys that never did follow-up when they were selling, but they get up and start training on follow-up, they'll start believing they actually didn't. It's I think if if you've got five managers, then you should only hold training every fifth day. Mhmm. Because every manager's gonna hold it. And really in the in in the dealership and in most people's situations, they're really just a training facilitator. You're not a sales trainer so much as you're facilitating the training. You introduce a topic. You talk about the situation. You're gonna use it. You hit play on Kent's now. Watch, then you discuss the video. You practice for fifteen minutes. You're done. Yep. I mean, really It's simple and easy. Yeah. I think we overthink training. We do. There's gotta be some creative fun game all the time. I think, and you have to be careful with that. What's that? You know, trying to have fun because if you start just like we did a couple times myself, in the train the trainer. You ask a question before the setup and catch them kind of flat footed. Yeah. Oh, yeah. Yeah. Make sure they're Well, training's a no negative zone. Right? So I never wanna put a position, a person in a position to fail. Nope. Right. If if I if I look at salesperson. And, like, if I have a sales person named Brandy, I may look at her and say, alright. What's your best price? I'm gonna hear bypass for it. Exactly. Well, I know she didn't have a clue. Because she's brand new and never been trained on it. So she's gonna fail. And if she fails, then what'll happen? Then she'll be shut down forever. Because she doesn't know what she doesn't know yet. Exactly. But but over time, I got Brandon. He's been selling cars for a long time. I know he's he already knows that he set up for success. He's gonna be able to nail it and he's not gonna fail in front of the group. Right? So I think it's making sure we don't put people in position to fail. Alright. Totally agree. We put a decision to succeed. And that's no negative zone part of training. Yeah. And it's just having fun. I think we gotta bring the fun and competition back to the overshifts. We do. You know, it's it's the volleyballs. I think you guys have the volleyball use. In every store, and, I use them in the workshops each time we have one. Yeah. The questions, bypass, fabs, objections, whatever it is, whether it's a heavy hitter set to support your training, build and burn to support, closing ratios. It's it's, I think, I think we have to look at the fun because it's, it's a grind sometimes. Oh, it is. And if we don't have fun, if we don't have games, we don't have competition, then training's not fun. People start pushing back, and that's the first thing we quit doing. Absolutely. It's it's just the same thing over and over again. Right. If you don't change it up, you're going to lose the engagement, which then is going to affect your your buy in. And then if you don't get a buy in, then our guys aren't any good, then the guys aren't any good now making money. It's not making enough money. They leave. And they go drive a truck for a prime and make a three gang guarantee instead of potentially six figures. It's that turnover thing is I mean, you see my turnover now. It's we were lucky going through COVID, ship shortage, all that, that people were making money in spite of themselves. Well, now all of a sudden, I'm gonna have to be able to offset, look, gross is going down. There's compression on gross. Gross is gonna go down. You're gonna make less money per car. Yeah. So I had offset that with volume. Right? And even if I'm in a store that doesn't pay on commission, I checked that the bank only takes gross. They take dollars. They don't take how many RDRs do you have? No. You don't. If we lost money on every car, can't pay the banks with our volume. I pay the banks with our gross. So we have to make sure that turnover doesn't become a a challenge. But no matter what we're gonna have turnover, like onboarding, new hire training. Mhmm. What what's your whole process on that? Well, we bring them into the store and the managers sign a mentor. And they spend some time with a mentor, thirty to forty five, maybe even up to sixty days. So a a salesperson, they kinda mirror? Yes. Alright. Yep. Like an assistant. Uh-huh. And then what happens is we schedule a new hire workshop. We bring them in to our billings training center in Billings, Montana. We have a three day training, workshop on new hire skills to just the whole starting from there, but starting from meet and greet. First, give them the why why we're doing this. Sure. And then we just start at the meet and greet. We work all the way through. The meet and greet. The pre demo trade walk. The bypassing, handling objections, the demo, how to execute a demonstration drive correctly. I mean, the demo was, you know, the active skill, you know, the active part of the deal the wheel seals the deal, man. All the way. All the way through the Permigard, then the negotiation, how to handle objections. Mhmm. So and then we send them back and we have the person that was mentoring them, their mentor, keep an eye on them. And, you know, it gradually after they get, you know, it's really good in the workshop because you can make the mistake Right. You make the mistake in front of a customer. There's a lot of things that they're gonna practice on each other, not on the customer. Exactly. And so the mentor keeps an eye when they get into a little bit of trouble. Get back in. But then they start just getting a little further, a little further, a little further, and next thing you know. Well, and here's what I'll say, even if if you're not a big group like you guys onboarding is critical. You when you bring new people on, so often I just see him throw them out on the floor and they have captain wrinkle, the safeguard guy. Hey, would you teach him how to self harm? He's the only one available. Yeah. And captain wrinkle, he's never selling cars. And if you're lucky, you'll teach them how to become five car friends instead of Captain Raco, and it's they never did better. Right? Your sales people aren't there to train. Your salespeople there are some bars. Management's there to train. So what I would suggest is have a very clear onboarding program, onboarding on the dealership culture values and story, onboarding on the selling skills face to face selling skills, with digital retailing all the way through the whole process. But, man, I I I'm a believer that it's two it should be two, three weeks before they're ever on a floor. And I think, you know, if we're not careful right now, we're gonna have a tidal wave of turnover in the car business because it's as soon as these guys start making less money, business gets hard, we're gonna lose a lot of people. So we have to have that onboarding. That's why on Kent now, and we break it up and have all the the fundamental skills for everybody to learn in the fast start. So now everybody can get up to speed before they ever breathe on that first customer. Absolutely. I want that breath to be a good breath on the customer and not going out and their losses last year's Easter egg on what to say. It's it's it has to be it has to be planned out and, you know, it wanna remind every manager. People are not a distraction. You're people aren't a distraction. Your people are your purpose. Right? That's you're there because of your people. And and if you don't look at your people as an investment and you hired them, you hired their family, you owe it to them to get them ready to go. You're gonna have massive turnover. And we all know, you have a lot of turnover. You're gonna have bad customer, CSI, bad experiences, low profits, And, man, you wanna have a hard job. Have a team of greenpeace. Yeah. Do you like herding cats? It is herding cats. It'd be like you catching people sleeping in their car. You know, I always I always love, you know, I've been doing this thirty plus years, thirty three years. You've been thirty seven. And it I'm never shocked at all the stories I hear in the carbons. And I whenever I think I've heard it all or seen it all, then I find out that, yeah, I haven't even touched the tip of the iceberg yet. But tell us about that one about helping you open up Tahoe or whatever it was. No. It was it was a v are you talking about Oh, the conversion van. The conversion van. Yes. Yeah. That's really old days now. No. That's very old days. We were downtown in billings and we were right by the railroad tracks and So anyway, we have our morning meeting. Everybody gets pumped up and get this early opportunity. Customer comes in. We have a you know, at that time, we stock conversion vans. We had ten, twelve, fifteen, twenty of them and get this customer and we're going through the conversion vans and we always open the vehicles and put the keys above the visor. So they were open and we get to the back and I wanted to show them, you know, here's the room for your stuff. You know, the room up there is for you. I open it up salesperson just out like a light. I just go, don't mind that this is Dan. He usually he usually rejoins us about one close door. Let me show you this one, right? And We've even found some people that were like transient. So the case is hung over. I think you're still wrong. Yeah. That's right. It's You know, if you ever need a nap, that's how you finance it up. Just take a nap in a Tahoe and wait for a customer to walk by. They wake you up. Yeah. Doing a walk around. You never know. You find a guy passed out in the back and you just Just gotta keep rolling with the punches, but it's look, it's teaching our guys to do it so good that they're not thinking about what they're doing. Right? That's what it's gonna training is. It's instincts. Yeah. And and I'll tell her about it. To me, if you hold a great if you hold training class, how do you measure success? Right? People always say, how do I know if I did a good training class? To me, it's very simple. Are your people better at the end of the thirty minute training class than they were at the beginning? If the answer is yes, it was a it was an effective training class. If it's maybe, then it wasn't effective training. Right? So it's it's just making sure that We're creating by end. We're giving them the how to in the training, and it's it's we're supporting them after training is over. And you gotta have support. You know, a lot of times we have a workshop and and the manager say, so how'd it go? I say, you know what? I believe it went well. Right. From the bottom of my heart. But you know what? Talk to your people and watch what they do. And that's gonna be the proof. You know, are they are they progressing? Are they doing a good job? Are they following the basics and the things that we talked about? So here's the question. Yeah. There's everybody's watching it probably has questions. We got we got small stores, big stores, everything in between. Mhmm. They're doing their training program. Some are getting ready to start. Some haven't started. Some are knee deep in their any program. And they're probably gonna have questions. Well, everybody knows they reach out to Ken Screw. If somebody wanna call you up to get some ideas you open to that? Absolutely. Alright. Yeah. Send me an email. Give me a call. My cell phone. It's not a national secret. So we'll we'll post all we'll post your phone number you're on LinkedIn. LinkedIn, Instagram. Aren't you an influencer on TikTok yet? Not yet. You're working on it. My wife won't me. Yeah. Oh, okay. You have to have a good permission for him. That's exactly right. Man, I strongly suggest, reach out to him. He's he's dealing with the same stuff you guys it's recruiting people, hiring, training. It's it's everybody's gotta be a resource. That's my whole that's my whole goal with this podcast. It's I don't wanna just have much crap that we spew out and ideas and thoughts you can't do. I want I want actionable items that are actually gonna make a difference. So, I mean, I thank everybody for tuning in to this episode of of card business confidential. Hope that you guys found something valuable or at least you gotta take away that you're gonna be able to bring back to the dealership to make a difference. And if you haven't already, subscribe to our podcast so you don't miss out on the episodes. Until next time. Remember to embrace every challenges and opportunity and never underestimate the impact the small steps have towards achieving your