How Do You Know When You’re Ready for Location #2?

Speaker: [00:00:00] 1, 2, 3, 4. Welcome to The Business for Unicorns podcast, where we help gym and studio owners create a business and a life they love. I’m your host, Michael Keeler. Join me and the business unicorns team each week for actionable advice, expert insights, and the inside scoop on what it really takes to level up your gym.
Get ready to unlock your potential and become a real unicorn in the fitness industry.[00:00:30]
Yeah, today’s episode is sponsored by Numberwise. Numberwise is an accounting firm that specializes in the fitness industry. They understand the unique challenges of memberships, payroll, seasonal cash flow, and growth decisions. And if you don’t know your numbers, how do you know if your business is getting stronger?
You can start measuring your financial fitness and build [00:01:00] confidence@becomenumberwise.com.
Speaker 2: Welcome to the Business Unicorns podcast. I am stepping in from Michael ’cause I’m host and I’m here with my dear friend, newest business unicorns partner, John Farkas. John, how you doing today, buddy?
Speaker 3: Outstanding, mark. Thanks for having me.
Speaker 2: Yeah, indeed. We got a, a juicy little topic here today, one that’s near and dear to both of our hearts and any anyone that is thinking of dreaming big with a [00:01:30] career in the fitness industry.
I wonder maybe if you wanna kick us off here and explain a little bit how we got to today’s topic and why you thought it was relevant.
Speaker 3: It all began when you said, let’s hop on the podcast and talk. We said
Speaker 2: we should talk about
Speaker 3: something.
Speaker 2: Yes.
Speaker 3: We should talk about something. So that was really how this started.
But then that quickly segued into what should we talk about? And it was actually when I was like, Hey, I’ve got an idea for you. It was, there was two events. One was within BFU where there was a question about purchasing another [00:02:00] gym. And then one was a conversation I actually had offline with someone.
Same thing. Hey, what do you, you know about expanding? And I, I think that’s a topic a lot of gym owners. Or thinking about more and more, and I’m not saying it’s impact, I’m not saying it’s good or bad, but that does seem to come up a lot more frequently than maybe five, 10 years ago.
Speaker 2: Yeah, I would say five, 10 years ago, it didn’t come up at all.
It’s something we’ve, I’ve chatted about before on the podcast, and you and I’ve talked about before. Gosh, it’s such an interesting situation because five years [00:02:30] ago, like no one had more than one location. Like you had, like our, our buddy Joe maybe had a. A couple maybe, but this is mostly a post pandemic thing.
You’d had a couple, again, there were a couple exceptions, but for the most part, and certainly nobody was like opening up 3, 4, 5, 10 or more. So that’s all. In the past couple of years and it’s super awesome to see that it’s happening. And as we will talk about today, it may or may not be the right fit for everybody.
It may or may not be the right time, even for someone that’s going to be the right thing [00:03:00] for because yeah, it’s interesting like we’re you and I are gonna be at this gym owner meetup, we’re doing a New York City, which if you hear this and you’re like, I wanna go, let me know ’cause it’s very limited spots.
And the thing that’s weird about that is we’ve been putting together like the attendee list, ’cause a lot of Unicorn society and several of our friends that happen to run multiple locations. I was like, is this gonna be a room of 50 people with seven figure or multiple locations? Like you couldn’t have done that five years.
You could have done it probably three years ago. And I think for me, one of the many cautions I have, and I know you’ll speak to this as we sort of segue into [00:03:30] like how to think about this, is I. It does risk the chance of social contagion. You know, even you and I have talked about, man, we start getting like froth at the mouth.
It’s
Speaker: like, yeah, let’s open up a thousand gyms. Yeah.
Speaker 2: Which there’s sure that there, that could be a good thing to do, but I think if one’s not really exploring how to think about this, you do run the risk of social contagion impacting you negatively, which wouldn’t have been the thing several years ago.
And while I will resist. I’ll resist my impulse to talk about Renee Gerard and his [00:04:00] theory of mimetics that posits that we don’t want things, we find models and we want what the models want. I will not talk about that, John. You’re not gonna make me even in the Leadership society, and I think it mostly is positive there.
The original cohort we had, we’re not even a year into this, but we did a lot of these kickoff calls and not everybody was going to second location. Now we’re like a year later and people are like. Buying buildings and I’m like, whoa. And again, a lot of that I think can be good. I think there can be useful social pressure, but yeah.
Is you really wanna think, is this actually making sense? I guess I’ll kick it over to you [00:04:30] for anything else you would add and then maybe if you wanna share this little framework that you put together.
Speaker 3: I think the kind of caution of the herd mentality, which you just touched on, I think that’s very real.
That’s very true. I think that’s one of the things about like mastermind groups or coaching groups, it’s both a blessing and a curse. Yeah. Uh, to, to your point, it can be good to push yourself, but I, I think we need to think about, is this really what I want? Like we, this is something we need to take seriously and should I expand is a question we’re looking [00:05:00] at, and I don’t, I think like most things, the answer is, it depends.
And that’s what we’re gonna unpack maybe is a decision making framework look like to help you make this decision on whether or not to expand. Like I said, it’s a hope here is if we can give some people some good questions to consider. I think that’s our goal and that’s something that I really appreciate about you.
You and I talk almost daily and it’s a constant, Hey, am I looking at this wrong? Am I crazy? Yes. Am I an idiot? Yes. And, and it just, I think it’s good to, to again, just [00:05:30] ask your, just asking more questions. Yeah. And that’s really what today is about.
Speaker 2: Yeah. Yeah. Indeed. And I think the first question you presented and who knows, maybe we’ll play with in real time, but I think it was a four question framework, and the first one, which you can share, I think is the most important one, and the one that’s most easily missed.
You wanna give some context there on what the first question is?
Speaker 3: Yeah. The first kind of thing to think about when it comes to expanding and to clarify, expanding could mean moving to, by that I mean moving to a bigger facility, adding a second facility, [00:06:00] purchasing a facility, so it could, there’s couple different, like a meaningful thing.
Yeah. Yes. There’s a couple different ways to look at it, but I think the place to start is just like, does this align with my goals and the vision for my life? And that kind of goes back to that herd mentality. Am I doing this because everyone else is doing it, or am I doing this because this is truly important to me?
I’m very passionate about it. And so I think the first thing to think about is just again, what do I want? You know, and that’s a, that’s a much deeper question, but just [00:06:30] backing up and I thinking, what are my goals? What’s my vision for my ideal life look like?
Speaker 2: Yeah, I think that’s true. And, and I, I wanna acknowledge like for there’s gonna be different people in different places of your career listening, right?
So let us acknowledge that when you have this quote unquote problem, we will play a very tiny violin for you. But there is this kind of like existential thing that can happen sometimes for a certain GR. You’ve achieved a certain level of success, you have some stability. And you think maybe you want more, but to your point, like people haven’t [00:07:00] always really thought through what that would mean.
And again, as you said, it’s something that you and I are in constantly, like dialogue about our own paths here and thinking through what I want my family life to be like, what I want my work hours to be like. Because of course any sort of meaningful expansion is gonna also require some risk. It’s gonna require hardship.
Things will go. Wrong. It’s gonna require focus and that’s gonna probably pull you away from other things you might give your attention to. Could be like your health, your family, your friends travel [00:07:30] and there’s meaningful upside. There’s reasons to do that. But even on one of the most common reasons people expand worth just naming is ’cause they want more money.
And that’s not wrong. But as a dear friend of mine once said. You can only eat so many steaks, right? And like money is a funny thing because I, I think you really, it’s not appreciated. You actually can over optimize for money. You can actually like overshoot it and oh, you messed up. Like you have more money to the point where actually like now money’s a problem and a stressor and it’s something to lose.
And again, these are, I realize these are [00:08:00] not typical problems, but it is a thing that can happen. It’s worth just like tossing that into your consideration if you’re not clear on really what it is you want and what you care about and how you want to be spending your time. That would be a thing to consider first.
Speaker 3: Yeah, absolutely. This is a big deal. There’s, this is not something that you can, in most situations, this isn’t something that you can just undo three months later or six months later. Yeah, yeah. You’re in. If you’re like, actually come to find out, I don’t think I want this, but you’ve gotta think about the herd mentality and make sure, like I said, am I doing this because this is something that’s [00:08:30] important to me or is it just because everyone else is doing it for, so I feel like I should, the, another thing to think about is just the, is it like, just ’cause I’m bored.
If you’re, if you’re looking for something to fill my time, it’s like, if that’s the case, go find a hobby. You don’t have to, again, if it’s just, I’m bored, I don’t know what to do, and I would say, go find a hobby. Go volunteer. Go save kittens, or, yeah. Yeah. The last thing on this first piece that I would say is, and I was thinking about this from.
I don’t know anyone personally that’s done this. I’ve heard cautionary tales. Oh, you’re [00:09:00] going through some, a tough relationship. And so your solution is let’s have a kid. ’cause that will bring us closer together. Yeah. And it’s whoa. And so the same thing here. If you know, if you’re thinking like, oh, let’s just open another gym because that will make our problems go away, or that will solve this other problem.
And to that, I would just say no. If anything, it’s gonna amplify the problems. It will not. If you have problems now. They’re only gonna get worse. So, yeah. Uh, yeah, if it’s something to solve a problem, probably [00:09:30] not gonna work out like you intended.
Speaker 2: Yeah. Two plus two equals nine in ways that are good and bad.
It compounds good things, but also compounds bad things. So yeah. Anyone listening, that’s if I’m making 30 grand income from one gym, if I have three gyms, I’ll have 90 grand. It doesn’t usually work like that. Okay. What else should we think about?
Speaker 3: I think once we’ve think about what do we want, then the next step is looking at like your existing business.
I think the, if you have something that’s good enough that you are even entertaining, [00:10:00] expanding, it’s like, all right, you clearly have a good thing here, so let’s make sure we don’t ruin that and looking at, is my team ready for this? If you’re there, EV, maybe you’re not the one servicing sessions. But if you’re there every day, encouraging your team, giving the high fives, coaching them up, that’s not gonna continue.
If you have a second location, yeah. Is your team ready? What if you’re all to be transparent? The first year we opened our second gym, which was our first alloy gym. That was the first [00:10:30] time other than 2020 with COVID. That was the first time the business did not grow by double digits. And so we did, we, did we still grow?
Yes. But our growth did slow down and then that’s not something, that was the first year that we did not grow by more than 10% year over year in the previous, I dunno, decade. And it’s, so I wanna look at, can my existing business tolerate it? To me, the easiest pressure test is just don’t go to the gym for 30 days.
See what [00:11:00] happens.
Speaker 2: Sure. Yeah.
Speaker 3: To, yeah. So. Absolutely. Yeah. Can your team handle it? Are you okay if the revenue doesn’t continue to grow? Or are your margins so tight that you’ve just got no room for air? Yeah. And then again, just pressure test it. Don’t go to the gym for 30 days and see what falls apart with your systems, with your team.
Maybe it’s better to identify some of these potential gaps before you’re in the thick of things, and on to number two. Yeah.
Speaker 2: Yeah, because it seems there’s two pieces, and this is not a fully [00:11:30] formed thought. First of all, there is this dynamic of like owner juice, of just the love of care and attention.
Energy of the owner just has a kind of energizing quality when it is focused on the. The clients. Importantly, most of all, perhaps the team, even this facility, just owner juice is a thing. There’s a level of love, care, and attention that is hard to replace entirely. Again, it can be done. It’s the only way to scale to multiplication, but that’s zone piece.
And I think more like [00:12:00] perhaps less like energetic. There’s also just the logistics of the owner can be like the garbage can that catches all the other stuff, like when things need to flux up. An owner can step in. A lot of people listening. Many of our owners are still on the floor some of the time.
Right. And in practice, you cover if somebody gets sick, you’re the person that can do that. Right? We can think of other situations where the owner’s gonna be the one to flux up, but in general, I think maybe another way of saying what we’re talking about is you have to have margin of all the kinds. You need to have like operational margin.
You [00:12:30] need to have financial margin. You can’t have any capacity requirement of the current business being right on the knife’s edge because again, things will go bad and you will fight like hell to avoid it happening. But you can expect usually the first location is going to have some impact from the owner now having some diverted attention.
Speaker 3: Yeah. When I’ve shown this before, when I first expanded, I really did not place enough emphasis on how much my two minute [00:13:00] conversations in gym, number one? Yeah. Yeah. Were, I didn’t, I didn’t realize how a little touch being out on the floor being telling a coach, Hey, next time a client does this Yep, do this.
Hey, make sure you see how they’re not really h hinging at the hips. Try correcting it like this. Yep. I really did not give enough credit to how much those. Two minute conversations really made a difference in our team. Yeah, that’s right. That’s, and so that was something that I had to go back to the drawing board and really reevaluate like all of our system.
Mm-hmm. Especially around like communication.
Speaker 2: Yep. [00:13:30] Alright. I think two more. Yeah.
Speaker 3: Yes. Yep. Next up. So the next step would just be, so we talked about can the business tolerate it, but then. Can I tolerate it? Can, as the business owner, can you tolerate it? Yes. Do you have, do you have the margin? So can your wife tolerate it?
There’s, we’re all at different stages of life. Mm-hmm. If someone’s got maybe some young kids and their kids are like the easiest thing to point out, but maybe you’re, yeah. You’ve got a lot going on. Personally, one of my good friends that I talked to about [00:14:00] expanding recently. He’s got three teenagers.
They’re in like the prime year of their sports. And mom and dad are wanting to travel around with the kids on, on, like with baseball and all their other sports, which is awesome. So it’s, it’s probably not a good stage of life to Yeah. To do. You really wanna make that trade off? Uh, do you have the capacity as an owner to take on more?
Maybe it’s taking care of a sick parent. So I would just look at how much free time do you have, what other responsibilities do you have? And, and again, just to really. Just think through, [00:14:30] like I said, am I prepared? Maybe the business is ready, but maybe I’m not. Maybe I’ve got some stuff going on. Yeah, that, that I’m not ready to go all in on this.
Speaker 2: Oof. Yeah, I, I think that’s very true, right? And it’s not uncommon for me to see somebody. Yeah. I, I think like the kid one is an obvious one and in my experience there’s just almost no way to like really understand the way that changes your capacity until like you’ve passed through the event horizon. So it’s hard to really model that correctly.
One of the things that’s striking me as we talk about this, both between the first point about what you want [00:15:00] and this third point about capacity. It’s remind me a little bit of the Eeo s concept of gets it once it has the capacity, right? The first one is, I want to do this. The third one is, I have the capacity to do this and then gets it like, I actually know how to do this is maybe incumbent all of them.
Maria. I dunno if that fits perfectly into this framework here, but what’s, what’s fourth on our list? What else are we gonna toss in the Barbie?
Speaker 3: Uh, F four fourth would just be like, does it make financial sense? You know, on, on some level, yes, yes. The numbers have to work. We’re not right. We’re not running a charity, [00:15:30] I think.
I don’t think you’d mind me sharing this. Last year you and I spent. I don’t know, six to nine months going back and forth, looking at opening some gyms together. And we did a lot of work, a lot of research, spoke to a lot of people, a lot of banks, a lot of like private equity investors. Yep. And ultimately, numbers just didn’t make sense for us.
And there’s nothing, it’s not like there, there was, there’s no like, ill will or why didn’t we do this? It just, yeah, we, it was [00:16:00] very, yeah, a non emotional decision. It was just, yeah, you know what? We looked at this and looking at the numbers and for you, and I like, that was a prime example where we wanted to do something, but on paper, like it just didn’t make sense and therefore we didn’t do.
Speaker 2: I think that’s right and that is another one too. That’s like really hard. Why? Again, we try not to make these podcasts just chilling for unicorn society or leadership society, but it’s good to talk to other people that have gone that route because I think even assessing that you and I are able to do this at a point with a certain level of [00:16:30] sophistication that like I couldn’t have probably done even probably three years ago in part because of like friends that have done things and also the experience of having done it a couple times, both of the MF and then opening up an alloy.
Understanding really. ’cause this is like the, a really crude way of looking at it, but you got your CapEx and you got your opex. How much is it gonna cost to get the thing up and running? And then how much is it gonna cost to pay for the thing? And then based on that, how much is left over? And then you consider, okay, like how long is it [00:17:00] gonna take to pay back whatever that upfront cost is?
What are the ultimate, the both absolute profit potential, the margin potential as a percentage of the revenue? What sort of probabilities are that you’re gonna hit that, like what is like the medium case scenario? Which admittedly, it’s funny because we got the place where, okay, this version of it isn’t making sense.
I think doors probably not closed to other ways for something, some point maybe. But I think like for us, the, had we not looked at it, I think with such sobriety and such like [00:17:30] hard one understanding of what’s actually gonna happen, that’s an issue too. ’cause somebody might be doing the math, you might be well-intentioned gym owner who, you know, respect respectfully.
This happens sometimes. Like I, you had a good location, you got lucky. It was like it was the right. Strip mall and you found a really core employee pretty early, and you’re thinking, man, I’m really great at this gym stuff. So then you do your math on the next location, not realizing everything’s just gonna be like 10% harder than you thought, right?
You’re gonna have trouble finding staff. You didn’t realize that new space, [00:18:00] the, the gas and electric is gonna be weirdly high for reasons you didn’t understand. You misunderstood the way triple networked on the new lease. You were already stretching for more rent than you thought. It turned out this particular market was, this particular location wasn’t as easy to get the lead flow that you wanted, so it’s not growing in the pace you wanted.
And everything is very easy to do on a spreadsheet. So both, I think taking the time to really like make a pro forma. Again, you can, there’s something we help people with if we can help you, but you can look it up [00:18:30] online or ask your favorite AI chat bot, but try to understand like realistically, how much is this gonna cost to put up and stress test those assumptions because it’s not just a matter of, I think of making the spreadsheet, I think you really have to challenge all that stuff because it’s almost always raw.
Like it’s a very cliche thing that like anytime you do a build out. Or a kitchen renovation for that matter. It’s always gonna be twice as long and twice as expensive. In a business, if you’re thinking you’re going to open up your gym for $50,000 and it winds up costing you 200 k. That’s a lot of money, right?
That’s gonna be [00:19:00] very different. And then of course your return is gonna be very different if you’re thinking, okay, I’m gonna be profiting 150 K, but you wind up like getting stuck around like 60 K per year. Again, very different outcomes, very different upsides for you, right? Because the last thing I’ll say about this, I’ll reiterate the point.
Money’s not the only thing, but it is a thing. And you do at least have to really think through checking that off. And we really shouldn’t even be discussing. A second location. I don’t think until you’ve really done this stuff on paper and ideally had some outside people help you [00:19:30] punch up your assumptions and question them.
’cause it can be very easy to slip on that banana peel, particularly if you did really well in that first location. Different locations are gonna have different levels of difficulty. Should we should say.
Speaker 3: Yeah, I think I’m looking at the finances of the second gym, but to go back to the original gym, I would just look at it and say, okay, if I take a 10%, if revenue drops 10%, which I don’t think is that crazy of a why would you, we wanna leave yourself with no margin for error.
Yeah. Uh, so again, we still grew when we expanded. [00:20:00] But it, again, it wasn’t near as, as much as what it was prior and prior to expanding. And if my first gym, if revenue drops 10%, am I still okay? Am I still operating in a healthy profit? Yep. So I look at the first gym with the finances, but then looking at the second gym, yeah, you don’t want to, and I’ve had a lot of.
People ask me over the years, Hey, will you review? Here’s my proforma that I built out. Will you check it out? And it’s built on the best case scenario. And it’s like, man, do not, yeah. Do not do. If we get [00:20:30] you hope springs eternal. Yeah. If we get to 150 clients, if we do this, and if we do this and it’s, yeah, sure.
If all of these things happen, you’re gonna be great. But it’s like, realistically what’s, what are the odds of that? Yeah. We’ve ran, we’ve ran three presales. Through our expansion recently, like in the recently, meaning in the last three years, two of them didn’t go very well at all. Yeah. And thankfully we were not built on the best case scenario, but it’s just, yeah.
What if Facebook ads don’t perform when you [00:21:00] think they’re gonna give you a thousand leads? What if a trainer quits? What if it just, there’s a lot of variables and, yeah. Uh, and what if construction takes three months longer than you thought and you have to, yeah. Again, you just, you can’t prepare for a best case scenario.
Speaker 2: I, I think that’s right. And it’s also true that you, even from a cash perspective, like one of the things that just, you can survive everything in business, you can’t survive roaring outta money. So I think another issue that you see sometimes in independence, even sometimes, like in franchises, [00:21:30] which at least extensively even more sophisticated business people, just not having enough cash and just like planning, like things are gonna go really well, but the buffer is like very minimal.
So I think coming in well capitalized a piece, or at least having access to money if things go. Bad and you hope they’re not going to, but you just want to be prepared because if you need to start looking for money once the ship is going down, like that’s a very difficult situation. The other thing I would say that I think relates to this point and the point about margin also is your lifestyle, right?
So this also gets a lot easier if you don’t have, if your [00:22:00] lifestyle’s not so big that you need to spend like every dollar coming in. That personal strain also makes this a much tougher thing to consider. Maybe we can give a few thoughts here as we start to wrap this up. One thing I wanna have wanna acknowledge about this conversation is we’re not trying to talk you out of this.
This feels like maybe a little more cold watery than I think we intend, because we’re focused on all the things that could go wrong. But listen, it’s cool to open up multiple gyms. People are doing it. They are making money. This is the best time to be in the industry. As far as I’m concerned. [00:22:30] People are making more money than they’ve ever been making.
They’re getting really good, interesting problems that come with this kind of scale. And you wanted, you wanna really make some projections, I think, based on the median bad case. ’cause on the other hand too, if you’re a super pessimist, you’re probably not listening to this. You turned it off. ’cause you’re not even gonna open up a business because you have no patience for risk and you have nothing in you that feels optimistic and you don’t have a, a certain, maybe slightly dysfunctional steel wheeled core that says, I will eat glass to succeed.
[00:23:00] So I’ll jump off the cliff because I’m gonna fly. That was like four metaphors in there. Yeah. We’re not trying to talk you outta this. We just want you to like think very carefully, and again, there are people that are doing this right now, so if it’s not us, reach out. Try to find people that have walked this path to help double check those assumptions.
That would be useful. Anything else, John? I
Speaker 3: I think to, to your point, yes, this is not a don’t do it talk. We’re beginning construction on our next location right now, so on, on number five and about to sign a lease for number six. So we’re not, I’m not saying [00:23:30] don’t do it, uh, but I do think people need to like really do some thinking.
On if this is the right move for you, if this, if maybe it’s the right move, but the wrong time. There’s just, there’s so many variables and, and I think the cold water is coming from a place of, when I think when you look on social media, you only, people typically only share the highlight. And so, so, so the unfortunate thing is you’ll see also, and bodies are media.
Speaker 2: The confidential voice texts.
Speaker 3: Yeah. Right. Yes. We have plenty of those. But [00:24:00] you’ll see, you’ll see 10 people. I just opened up my next location and look at how great it is, and therefore you’re like, oh my gosh, I should do that. But what you, I should be doing it, it
Speaker 2: everyone’s doing it. Everyone’s
Speaker 3: killing it.
Right. But what you, what doesn’t get shared is like, yeah, I just had to close a location because it was underperforming.
Speaker 2: Yeah,
Speaker 3: I had a friend that just told me that a week ago, and that wasn’t shared on social media. And I’m not saying it should have been. Yeah. But it just, you have to remember like the, these, there’s real world consequences here.
And, and again, [00:24:30] I’m not saying you should or shouldn’t, but just understand that all these success, for every success story you see online of someone that did it, there’s probably multiple that. Tried it and it didn’t go as well. So it’s just, yeah, again, it’s just something, our time on this earth is finite.
It’s something that like you really gotta think through. Is this what I want for my life? Is this again, does this align with my goals?
Speaker 2: Yep.
Speaker 3: Or is it like, you know what, I should just enjoy life and appreciate what I’ve got. Or just maybe continue to optimize your [00:25:00] existing business and improve that. Yes. So again, it’s not a yes or no.
It’s more of a let’s just take this very seriously and consider all the possible outcomes.
Speaker 2: Wise words to end on. And yeah, I would note if you don’t have it yet, if you go to our Instagram and DM them, Mark’s goals F or something like that, goals something, Rosemary, who runs our Instagram, will be able to get you access to.
I have a goal setting framework that I’ve used like religiously. Not every quarter. I own every quarter, but probably like at least every six months. [00:25:30] That is like a three page thing that will help you really think through at least the first piece of this, what do I want? What’s going well, what’s not working?
So that’s probably a good first step. All right, friends, thank you so much for hanging out with us. As always, this is one I always request. If you are enjoying the cut of our jib, please feel free to give us a review shared with a friend. We love getting to do this and we hope to continue to find other awesome gym owners like you that care about stuff that some people would say nerdy, but we like here.
You’ve come to the right place. You nerd. Bye.
Speaker 3: Bye.[00:26:00]
Get up. Get up, get up.