Million Dollar Days
Welcome to Million Dollar Days with Robby Choucair & George Passas. Your go-to podcast for a deep dive into the world of Life and Business Mastery.
Join hosts Robby Choucair and George Passas, a dynamic marketer and a seasoned Entrepreneur, as they navigate through an array of intriguing topics ranging from the everyday to the extraordinary.
Robby brings his marketing expertise to the table, offering insights into the latest strategies and trends. George, with his extensive experience in business, provides a grounded, practical perspective. Together, they explore everything from the feasibility of alien existence to effective goal setting, and even the nuances of religion.
Million Dollar Days is not just about business acumen; it's an exploration of life's many facets, wrapped up in conversations that are as enlightening as they are entertaining.
Tune in and be part of our journey, where every day is a million-dollar day, filled with learning, laughter, and the pursuit of mastery.
Million Dollar Days
The Comfort Trap: Why You Have To Break Free
What happens when we get too comfortable in our careers? In this thought-provoking conversation, we explore the invisible barriers that keep us from reaching our full potential.
When visiting his former workplace after ten years, one host was shocked to discover former colleagues doing exactly the same jobs they had been doing a decade earlier. This sparked a deeper discussion about how easily we can become trapped in comfort zones without realizing it's happening.
The conversation delves into the stark differences between employee and employer mindsets. As employees, we often count sick days, plan vacations far in advance, and watch the clock. As employers, priorities shift dramatically toward maximizing productivity and seizing growth opportunities. This mental transition reveals fascinating insights about how our relationship with work evolves as our responsibilities increase.
We tackle the challenging balance between risk and reward in business growth. Is avoiding the next level based on legitimate risk assessment or simply fear of discomfort? What separates those who remain in the same position for decades from those who continually advance? The answers might surprise you.
Perhaps most valuable is our examination of self-deception—how we convince ourselves we're content in situations that no longer serve our growth because the thought of change feels too intimidating. Breaking free from this comfort trap requires honest self-assessment about what's truly holding you back.
Whether you're an employee looking to advance, an entrepreneur considering your next move, or someone feeling stuck in your current situation, this episode offers practical insights to help you recognize comfort traps and create momentum toward meaningful growth.
You know, um, I went to the pharmacy this morning cause I am crook. Why'd you come to work? I thought about calling in sick. You should have called in. Who would you call? Huh, call someone. Just leave myself alone. Just leave yourself alone. Yeah, exactly, text myself. Um, I was coughing bad in the shower this morning and I was like dude, if I was an employee now, I would probably call in sick.
George:It's funny you mentioned that. I said that to someone today when I had my hernia operation. I had the operation on Friday, and on Monday morning at 7am I was in the office. In the office I was limping and I thought to myself, had I been an employee, I would have taken that week off and probably would have trickled into the next one after that too. I'm going to take the week off just from hearing the story. So it's um, it's funny how your priorities change, yeah.
Robby:I've dude. I was like I was. I felt so shit that I was like I was coughing in the shower and I'm like man, I really don't feel great. I was like I'm going to go and I'll reschedule my whole afternoon and I'm just going to go do it. That's what I messaged you. Hey, how early can you do the podcast? Cause I was like I'll just I need to knock it out of the way. And then I'm just going to go and just rest Feeling better now, though, oh shit.
Robby:So I go to the other day. I've got some Colton Flu tablets. They're not working. I want the over-the-counter ones. I've heard this story about these over-the-counter. Yeah, the ones they keep behind the shelf, you know, the ones they ask you for your license for. No, never heard this story. You never heard this. Okay, so I've heard it from a few people. And then someone told me the other day got them fucking gold feeling a million bucks I feel and I can breathe there you go feeling a million.
Robby:I might live on these how good's that yeah, I could go for a run I'm not going to, but I was gonna. Yeah, I was gonna, I'll talk about it. But, um, yeah, very surprised at how much they brought me back to life. Yeah, right, yeah, I was not well like I was like it funny.
George:My missus is the type that she'll just slog it out. She doesn't want to take anything.
Robby:I'm like why these are just symptom relieving. They don't actually kill you. Yeah, they just give you what you need to go through it and they're not like antibiotics, they're just. It's just like what do you mean? The race is anyway. Yeah, he's like what do you mean? I was like what do you mean? He's like like it might increase, you might feel like cause it can increase your blood pressure. I said, is it like having too many coffees? Yeah, and I said I'm going to have the same coffee. I'm going to take it with a coffee.
George:Um, yeah, and now you told me you didn't know.
Robby:When you walked past, and I had the Vicks thing hanging out of my nose, I didn't even notice.
George:Just another day in the office. Yeah, I don't think it's not much that surprises me about you these days. You were surprised before. I was surprised that you were sick when you didn't look it.
Robby:Yeah, so here I am, here you are Feeling dandy.
George:When you were were you know, when I was an employee, I didn't take sick days. I know you said back in the day when you first started you were like was an apprentice.
Robby:Yeah, you were like someone out of sick days yeah, that's right.
George:You're just like how many have I got? Cool?
Robby:I got 10 to use for the great cool 10, yeah, plus my four weeks annual leave. So I do that.
George:You're adding up, calculating everything in your head head. Yeah, I never did. I never did. There was always a type of person, of employee that would work, came in, did my thing, worked hard, wore it almost like a badge of honor. Do you know what I mean? I don't take days off, I'm fucking going to keep working, working hard.
George:But you see, I feel that that has put me in a really good position in my professional career as well. Why? Because I always got promoted before others. I always got the best jobs. I always got to work with the best teams because people wanted me on their team. So when I was working for other companies, the senior people within the organization would want me to work for them. We want George on our team. We want George to do work on this project with us because I was a performer, I didn't take days off and I was reliable, and then I carried that on really into every organization that I went to, and then there's a level of that here too. I mean, it's your own business, so it's a fair bit different in that regard.
Robby:It's very different.
George:Yeah, the buck stops with you. Yeah, but I look for that spark in my employees as well. Is that unfair? No, yeah. I just Is it unfair.
Robby:Like for me to have that expectation because what Well, looking for a spark and having an expectation of chalk and cheese?
George:Yeah, true, but I am, I'm hope, like I want it to. I want to see it there. Do you know what I mean? I true, but I want to see it there. Do you know what I mean? I see it sometimes, but I just want to see that person. That's like you got it. You got it. You get it. You understand the game.
Robby:Yeah, I also think there is an element of if they understood it well enough They'd be out on their own. They'd be out on their own.
George:Most people would, but there are a lot of people who have that about them and are probably not going to ever be really good at running a business, but they would be an amazing number one or number two at another organization. How do you find those people? I don't know, I don't know. It's very hard, I think. I think it's rare to have them, but yeah, I do think it's difficult to have them. But yeah, I do think it's difficult, and I mean that's not to say I don't have them in my team now. I see the sparks, but I also see the level. You know, just the I don't know what the word is. It's not lazy, but I'm going to say, yeah, commitment, maybe there's times where the commitment isn't there, but then there's other times, you know. Then there's other times when it is.
Robby:Is that because it isn't, or it's not at the level you want it to be?
George:Probably not.
Robby:Yeah, that's right. It's not a I am or I'm not. It's like a how committed are you? Yeah, Do you know what I mean? It's not yeah.
George:The other day, one of my employees particularly has been working really hard for like good three months, good three months, and we're talking. I said, oi, just side note. I said I really appreciate everything you've done over the last three months. You know you've worked really hard and the fact that we're at these positions in these jobs is vastly because of the effort that you've put in so well done. And you know me saying that to him meant so much, like I could see how much that meant to him, for me to say that to him and to acknowledge how hard he had been working, because he has.
George:And that's the spark, that's the shit I'm talking about. Like they're the things that I can go cool, I can rely on this guy when things are tough. I know I can call you, I know you'll be there, I know you will do this. When I look to employ people within the organization, it's very hard to find that spark at the start. You know what I mean. I think you've got to go through the process to see how good they are. I think for me it's a quality that I want to really focus and hone in on.
Robby:You just reminded me of something, Something that took me back yesterday, but took me back years. I went and I had a meeting with my old boss yesterday to potentially do some work with Mercedes-Benz, Yep Okay. So I went and sat down with him. I went to a new dealership that I hadn't been to Mercedes-Benz Brighton and I was there and he's like come, I'll show you around. Did they not have one there? They did, but they've moved.
George:They've moved to Brighton.
Robby:They've actually moved out of Brighton. Funnily enough, it's now in Moorabbin. Yeah, right, but it's Mercedes-Benz Brighton. But yeah, it was a new dealership, new wish. And he's like come, I'll show you around. Man, this is really different. And he shows me around and he took me to the workshop. And, dude, I ran into three people I used to work with. Yeah, wow.
Robby:Yeah, are doing the exact same thing they were doing when I was there. Exactly the same thing, like nothing's changed. Same live in the same life. How many years I left Mercedes first time?
George:I got off the tools in 2014. Yeah, so nearly 10 years. Over 10 years. Oh, over 10 years. Sorry, but yeah. Then you said you went back.
Robby:These are guys who, like one of the guys I saw there, I took out my first engine with him. Yeah, I mean he. He had been doing it for like 15 years. When I started and I went saw him yesterday he was doing the exact same thing.
Robby:Dude man blink, blink, dude, it's gone I was like I I was almost flabbergasted, like couldn't believe. I was like you guys are still doing this. Huh, still got your toolbox Like wow, like, okay, and they're like, we watch your videos. But yeah, like that. Employees, that's a commitment, though, as well.
George:You want those people in your business? Yeah, absolutely, you do 100%. Yeah, and they're all decent technicians yeah, that's not to say they're not good at what they're doing.
George:It's not to say they're sleeping and they've just been there for 10 years Like they've got their job, because they're confident at what they do, yeah, but it's also comfort, oh huge. And that's probably what creeps in, I think, with people, especially when you've been somewhere for a while, the comfort aspect. So say, for example, start time 7.30, quarter to 8. I'm a bit late today, quarter to 9. You know what I mean. Say 8 o'clock, but how come it doesn't go the other way, how come it's like, oh fuck, I'm going to get 7 am.
Robby:And avoid all the traffic. It's the friction aspect, so if traffic bothers you enough, it will go the other way, yeah, it's. When it doesn't, then it's like well, the extra sleep, the sleep, the extra sleep is good.
George:Yeah, yeah, let's see, I'm going to do this first. Oh, I'm going to go here first, so how?
Robby:do you handle that?
George:Yeah, I think it has to work from the top down. There has to be a level of expectation and leadership.
Robby:There would be a few days where I would walk in and you're not here.
George:Man. I'm here most days about 10 to 6, between 5.45 and 6.30. I'm in the office most of the time, but I also live very close, so it's not as difficult for me to do that, and my body clock just wakes up at 5. So I'll get up, I'll get ready and chill out at home a bit and then either drive or walk to the office. Let's be serious, I drive, I don't walk Every day Pretty much. You live like two blocks away. I've got a car. I've got to use it.
Robby:Someone's got to put K's on, got to rock up the K's, the fuel will go stale yeah. So yeah well as you know, do you need to come in earlier, me myself. Is that the thing, not coming in early enough?
George:Not disciplined enough. Yeah, the thing for me and as you know, I've been so busy the last six months I don't feel that I've been stepped into my CEO role as much as I should, and I feel that the CEO role does entail me being more connected with everyone within the organization. So that's definitely something I'm putting a core focus on for the remainder of the year anyway. So in a couple of weeks time we're going to do a team meeting and I coach I was saying this to someone the other day, I don't think it was you but I coach and mentor builders and other trade professionals on what to do and how to run a business and how to be great and all that sort of stuff what to do and how to run a business and how to be great and all that sort of stuff. So I think it's silly that I don't do that with my own team. I think there's a lot that I can teach them and help them and guide them and give them the tools and resources and then watch them flourish or not. And then again, I've got my answer as far as who I want to be with us in the team, or who's driven to go in a certain direction, or who wants to be the nine-to-five person, because, as you said, nine-to-five there's nothing wrong with them. It's not saying that they're not good performers, it's just well they're capped. Don't come to me asking for $150,000 because you're not that person. You're the person that's going to work nine-to-five. Do your job, do your hours, do it well, go home so you get that life balance, as most people call it, which, again, is fine.
George:But I kind of don't feel like I like that. Maybe that's because that's not what I'm personally like. There could be an element of that. But yeah, I just get pumped when I see people putting in effort For them, not for me I can't give a fuck. I'll work hard, I'm still going to get the result. But I just feel when people go that little bit extra, they go above and beyond. It's helping them more than it's helping anyone else and I think people fail to see that If you're an employee and you want to do better, man, just work, just do those little 1% things. It will make the world of difference the world of difference when you work that little bit harder than everyone else.
Robby:What do you do now that you didn't do, even though you're saying like, yes, I used to do all these things, blah, blah, blah. What do you do now? Because there's got to be things that you notice now. I know for myself there is 100%. There's things that I notice now where I'm have, I probably wouldn't have noticed that as an employee.
George:Can you give me an example?
Robby:Like leaving on right on time.
George:That I notice it for my employees.
Robby:Yeah or no, no, something that you, no, no. So my question was what do you do now that you don't that you wouldn't have noticed that you did as an employee? Like in the sense, of, what do you do now that you're like, you know, I didn't notice that I didn't do this as an employee. That's good that you would like to see your employees do.
Robby:Yeah, okay you know like for me, if you clock off let's just say you finish at five o'clock We've got a clocking system. If you log out at 5 o'clock, that tells me you weren't doing anything at 4.55. That's how I think now. Now when I was an employee, I'd clock off at 5 o'clock.
Robby:I'd also not be doing anything at 4.55. Do you know what I mean? Yeah, or like little things. Like you notice, I used to get into holiday mode. Like you get into holiday mode, all of a sudden, you're not as productive as you were. Uh, is there anything that you do now that you're like okay, when I was an employee, I wish I knew this.
Robby:You know, like times don't matter as much to me now, like I'm a little bit more flexible than what. I'm very punctual, but I'm a little bit more flexible than what. I'm very punctual, but I'm a little bit more flexible with them in the sense of the time you start and the time you finish matter less. It's more about what you do in the, in the, in the moment. Yeah, like there's no point in staying here till 8pm if you hardly work from five to late. You might as well just leave at five and come in half an hour early the next day and do that stuff.
Robby:Things like that, things that I didn't realize that I would have did as an employee. You know what I mean. The calling in sick, the annual leave, like trying to book in my annual leave super early, shows signs of like you don't care, like you kind of checked out, you're worried about your holidays, which you've got every right to be. But as an employer, you look at that differently. Don't you start thinking, okay, cool like you're, you don't care at all, like that's, your focus, is like this one thing and that's fine.
George:But as an employer, you, you do see, you do, yeah, you, you have a different, you notice that's what it is, you notice, because they'll never have that perspective, because they're never well, they're not in that position to know and to see those things.
Robby:Oh, yeah, no, no, no, they would never know, but once you become an employer, you know yeah. So it's like cool. What are the things that I used to do that I wish I knew? Now and we've said this before I would be the grandest employee in the world, Neil.
George:Yeah, I say that too. I say if I was to go for a job.
Robby:Fuck dude. I'm telling you, if I go to the job interview now, I'll work a month for free, and if you don't want to hire me after that, I'm guaranteed you're going to want me after a month. If you don't want me after that, it's fine, that's your choice. Do for a month, and you'll want me on your team. Then I'll do it for free, yeah, and then I'm going to ask for my salary. Yeah, that's right. Yeah, that's how confident I am that if you saw what I could do, you'd be like cool, we need this guy. Yeah, but I didn't have that confidence back then.
George:Well, you didn't have the. You back yourself now because you've got the skill set to do so. Probably probably not as much back then and also living week to week. Back then too, probably it's a different life. Yeah, look, that's a good question, but I'm finding it hard to answer. Why. Because I don't feel that I do too much.
George:For example, I'm sure there were things I'm just finding it difficult to think about what they are Like. When I was working at this company, buildsep, that I used to work for. I always had this deep connection with the company I worked with, in the sense of I felt that I was really them like. I was part of the team. You cut me.
George:I bleed, blue and white or whatever the company colors were when I was working at that company, particularly because they were very hands-on directors. They were a small company, still turning over a decent amount over 20 mil when I got there and I think they grew up to about 50, but it was a very hands-on, family-orientated business. So I got to work closely with them and it was a smaller team. They still had 10-odd people there, whatever it was. So I felt that everything I did really mattered and I took it personally and I wanted to do well for them. I was pumped when they got the wins on the board do you know what I mean? Because of something that I did and helped them contribute. What was the?
Robby:culture like.
George:No, it was good, it was actually really good. Oh, was it? Yeah? Yeah, it was a good culture. No one bickered or anything like that. It was a young team, relatively young. I was probably the. I mean there was the two directors. They would have been at the time in their probably 40s, and then myself I would have been in my 30s, early 30s at the time when I was there. It was a while back then. Yeah, it was over 10 years. My back didn't hurt back then. It felt so, no, it was a youngish team, but anyway, yeah. So I used to always take it personally. I felt a deep care and pride working at all the businesses. Even when I was at Multiplex, I felt very much like that too. I think Multiplex was a bit more- Cutthroat.
George:Definitely. Yeah, sink or swim scenario. They would throw you in the deep end and if you did well, you'd stay, if you didn't, they'd be like cool, thanks for your time, see you later. There was a little bit more of that and it was a fair bit more corporate. Back then too, there was the corporate aspect of it being such a big company. I'm struggling a little bit to think what I would have done. I mean, maybe there would be a little bit more sense of entitlement back then, as you said, with annual leave and looking forward to the holidays and all that sort of stuff. Because as much as I may have felt that it wasn't the reality, I didn't necessarily get the bonus because of them making millions of dollars that year. Do you know what I mean? But I do still believe that it was a huge contributing factor to me getting opportunities, even if it was just personal growth, even if it just made me better by doing those difficult things. So yeah, I can't answer the question off the top of my head.
Robby:What do you think you wouldn't be doing now that had you not worked there or been the employee you were Like what are the skills you learned directly from them that you still do today?
George:Okay From all the businesses.
George:Yeah, just from your career as an employee. Okay, I think the fact that I started off working at Multiplex was good for me because it toughened me up, like I thought I was pretty tough to begin with. You know, 22-year-old going into a business, a construction company, I thought I was going to walk in there day one, tell everyone how to build, like this is I'm going to take over the world, give me the project manager role day one. And man, I walked in there and they opened up the drawings. I'm like what the fuck am I looking at? I had no idea about anything.
George:I was bottom of the food chain but what that did was because it was a very much sink or swim scenario. You were put in high pressure situations from an early stage. That it toughened me up and also gave me just that appreciation of what a hard day's work is Not physically funny enough. Because I'd done the hard physical stuff and that's probably where I had that false sense of understanding of what the role was going to be, because I worked as a laborer, I was doing carpentry work on my dad's construction sites and all that sort of stuff.
George:And then I went into this corporate scenario or an office building a site, a construction site team of about 30, 40 people building some office towers in the city, and it was big, it was long hours. There were people there that were very smart, high pressure, a lot of yelling, screaming, pushing and just high pressure scenarios. It wasn't just me, like, everyone was like that. So that was one thing that I definitely took from that business specifically and then I carried that on I think throughout all my career, even at the other organizations. You carried what on, like that level of working hard and being like having almost putting yourself in that high pressure situation like just no, no, let's get it done, let's go, let's go, let's go, like always moving, you know, not saying step, not just oh, that's oh, wow 3 30 on a friday, let's have, let's have a drink.
George:It's like no, no, you still got two hours worth of work. Hurry up and coming in on saturday. And it's like so I did take that with me and I think that helped me in my career, because people maybe it's because it wasn't such a common thing amongst people so when they saw someone come in like that it was like, oh fuck, what's this guy serious? You know, when I was at Buildcept I was always the first one in the office bar. A few times one of the directors was in there earlier than me, but I was always there at least 7 am, but generally between 6, 30 and 7 am, every single day.
George:I was the first employee in the office, always, um, but I kind of again wore that like a badge of honor like this is me, this is what I do, I'm going to be the one that known to be coming to work early and I also like just getting my coffee in the morning, chilling out, out before the work actually, before the day actually started. So that's definitely one thing I took along with me the hard work. I think it's more the persistence. When I say persistence I mean the constant moving forward like just always doing something, not just all right, that's cool, let's go on my phone for the next hour.
George:See what I mean. I never felt like there was days where I was lazy. There was one period Actually I'm going to take that back there was one time when I was at Abbey Group and we'd finished a big project and I was in between projects and I literally had nothing to do. I was in an office and I had nothing to do and I was so bored that I ended up just like I found an old something, some office supplies in an office, and I just put it on eBay for something to do and just sold it Cash. Yeah, I'm not budding Like I just went and bought lollies or I don't know something for the office with it. I was just had nothing to do. And I found, funny enough, that that period was, for me, difficult because I was so bored.
Robby:Three years.
George:I reckon it would have been a period of maybe six weeks. Fuck, that's ages. Look, it wasn't completely nothing, but they were insignificant tasks. Oh here, print review this report. Okay, Just stupid, minuscule things. I had no purpose behind what I was doing other than just filling in the day, and that's where I probably realized that I need to keep busy.
George:I think that was maybe something that came to me then, that I need to be busy and doing something, otherwise I'll go the complete opposite, and that's probably why I don't pick up video games much these days, because it's like I'll play, I'm like cool, I'm going to play for seven hours, don't talk to me. And if I I'm not busy, then that's when I start to get lazy and just rest and sit back and don't do anything and go the other extreme. So that's why I find myself I always want to keep moving forward and doing things um, here's a question.
Robby:So you in you said you were building office towers.
George:Yeah, it was like a $300 million job.
Robby:So why don't you do that now that's a good question Throwing you under the bus?
George:No, no, there's a level, of Not ability. What's the word I'm looking for? I have to work up to it. I can't just go win a $300 million job tomorrow.
George:Of course, yeah, you don't have the capacity, the capacity, that's what I'm looking for. It's not capacity, it's even from a financial point of view, I could win the job, but the bank won't approve me building it. Like the financier Say, if it's being financed by NAB, they're going to say no, this builder doesn't qualify for you to use them, they're at too high risk because they've never done a job like that before. So there is that element too. So you kind of have to build your way up to it. So it would have to be cool. Let's do we've done a $6 million job, then you do a 10, then you do a 15, then you do a 30 and you move up like that. Is that the goal? No, not specifically. My goal is to make as much money as possible on every single project, regardless of its size. So I'm more focused on that aspect, because the thing with that space particularly, it's like the bigger the job, the smaller the margin Percentage as a percentage.
Robby:yes, yeah, but who cares? I care why. There's a lot more. So would you rather make 25% on a $400,000?
George:I know what you're saying. Yeah, I know what you're saying. Or would you rather?
Robby:make 10% on a $4 million.
George:Yeah, but then it's okay, Like the other day, say, okay, cool, more money, more problems, as in, the bigger the risk, yeah, margins. The risks are still there from a construction perspective and they're generally if something fucks up, it's a significant amount more to fix too. So it's all relative in that regard.
Robby:So why don't you just do bathroom windows then I mean, if that's the mentality, because you have bigger margins and way less risk. I mean there's no structural stuff.
George:Yeah, but the percentage difference is vastly different.
Robby:You might make 50% on the bathroom really.
George:Yeah, I know, I know what you're saying, but it gets to that point though. I just don't Challenging you here. Yeah, yeah, I know, I know I. Just there's too many factors in construction for me to feel comfortable doing it at those prices. So I know, for example, I know this, I can see you're not comfortable doing it. I, yeah, I. It's too much risk. There's too much risk For the amount of money.
Robby:It's too much risk Like okay, you're saying you're going to make $3 million, define too much.
George:You're going to say okay. You're saying you're going to make however much, $5 million on this. Build Cash, cash, yeah, under the table.
Robby:Define too much risk, a lot of risk, high risk, too much risk, I'd say high risk.
George:It's high risk. Yeah, it's construction at the end of that, there's so many moving parts in it. Very high money too, yeah, I know. But okay, doing $100 million in a media deal or social media or doing something like that, there's not as many moving parts, there's not as many variables in that regard and things that could cost you potential money. In that space You're very reliant on like the thing with construction, I find, is you're just reliant on people to do the right, to do their job to the best of their ability and not make any mistakes.
George:And it always happens Every job like. You've known the shit that I'm going through at the moment with a couple of our projects. We've had some significant problems on there that have cost a lot of money to fix. And then you look at it and you go okay, we've delivered that project, we've got it all done. It was probably our biggest project to date from a single monetary value Lesser margins than when I go on other projects as well. But then, as a result of some of these fuck-ups that have happened along the way and mistakes that have just happened.
George:You know, it's not because we're poor quality builders or anything, it's just human nature. I've put it in humans' hands and humans have fucked it, but I have to pay for it or the company has to pay for it, sorry, and things have got to come into play there. I look at that and go okay from a strategic point of view for me to go out now and get another two, three apartment projects. Would we learn from our lessons on that one? Yes, absolutely. But looking at the time, the risks, the resources, everything that's associated with that, I can do another project half the value, three quarters of the value and make significantly more money on that. So I'd rather do 10 of those projects than one of that.
Robby:Yeah, okay.
George:But so Because it's still Look, so it's not Okay, the value of money doesn't scare me, right? So it's not the three I'd rather do than If we're talking 300 mil, well, how do we build 300 million worth of luxury homes as opposed to one $300 million tower? That's how I would look at it. Million tower that's how I would look at it, because, putting all the eggs in that $300 million tower, I'm not geared up for it. To do that, I'd have to build up, they'd have to employ a lot more people. There's a lot more things that come into play, but let's just assume that it's just pure construction. I can build it with my team that I've got now. I still feel that the risk associated with that one tower is much more than me doing $300 million worth of luxury homes.
Robby:Yeah, but $300 million worth of luxury homes is like. Who does that?
George:Yes, I know, but there's not many people that do $300 million buildings either. Not many, no, it'd be a it's a handful, yeah, in the city, that's right In the country. It's a handful in the city, that's right In the country.
Robby:But you know, it's like we always preach to why you plan so small, Because that mentality of like that's too much risk. Someone could be doing bathroom reno, saying building houses I guarantee you there is someone listening to this right now that probably does renos or something like that and says nah, nah, new builds Not going to do that.
George:A basement. Nah, new builds Not going to do that.
Robby:A basement Too much risk Not going to build a basement Apartment, no way.
George:Nah way too much risk.
Robby:Yes, you're right, you're right, yeah, so what is it? I just explained it. No, no, yeah, like so, if that person says that about what they're doing and I'm sure that that person says it about something else Like, nah, building overseas? Nah, nah, too much risk. Yeah, you know what I mean. Nah, we can't build in the US or in Singapore, it's way too much risk. But what is it? What's the element of? Okay, cool, how are you going to get comfortable with that? At what point are you going to turn around and say you know?
George:what? Yeah, we can do that, or we want to do that. Maybe there's a level of want, there is a level of want.
Robby:Is George Passos getting comfortable?
George:No, I don't want to do that, though I don't want to build a $300 million tower. You also don't want to get in an ice bath. Yeah, I don't want to.
Robby:What am I going to get in an ice bath?
George:for it's nice out. I've still got to come to that gym with you. I'm actually starting back next week, built the gym Built by the Gurner Group.
Robby:Oh was it? Yeah, very cool. Who are? And we spoke about this the other day. We did Tim Gurner. He's only. I thought he was an old man. No, I knew he was. I didn't know how old he was, but I knew he was.
George:He's in his 40s. I didn't know how old he was, but I knew he was he's in his 40s, yeah.
Robby:With half a billion dollars. Half a bill and I'm like cool, good on you. Well done, full credit to him.
George:You were annoyed, I was annoyed. I was annoyed when you told me as well, you came into my office and annoyed me.
Robby:Yeah, good, I'm glad You're welcome.
George:But he doesn't build.
Robby:Yeah, he develops, that's right.
George:Yeah, yeah, because he's passing on that risk, because I've seen a lot of people think that they can do that as well.
Robby:But there's also the risk that he takes.
George:So there's a different risk. He gives a risk that the builder goes broke. He's gambling money, yeah, he's gambling money.
Robby:He's like okay, cool, I'm going to tip all this money into this thing.
George:You know, even GC says that too about building and contracting. He doesn't build anything. Because I think people have asked him like why don't you build? You've obviously got the money and the backing and the resources. Why don't you go and build apartments instead of buying them ready-made and ready to go and move into? And he says there's just way too much risk associated with construction, because that's why I don't touch it.
Robby:I'm sure that was music to your ears.
George:I pinned the saying up on the wall. I think I watch that video every morning. Because here's the thing, here's the thing, here's the thing. Right, if I was Tim, with my skill set of being a builder, I probably wouldn't build either. Yeah, that's fine. Yeah, but why wouldn't? I, why not? Why am I going to pay this builder now $5 million in profit when I can just keep that myself?
Robby:Yeah, but so you can't do that. What do you mean? Do you know what I mean?
Speaker 3:Like why are you only the sparky? Because you're not a builder yet. Why, yes?
Robby:yes, I know I'm saying yes, yes, yes, yes you don't mean yeah, why are you so?
George:I would love, okay, I would build it. I'd love to build a 300 million dollar tower as a developer. Yeah, yeah, that's and that's where I think the game is. I don't feel that that space for me. I don't want to, I don't want to get into that space, plain and simple. Do you understand my question? Yeah, you're saying from a level of comfort. I'm saying why I don't like it enough.
Robby:Do you like money.
George:I do like money a lot, but I don't feel that that's my path to money.
Robby:I reckon there's like, with the way the world's about to change. I reckon there's probably five areas that are going to be untapped. When I say untapped I mean Not affected by it as much Less affected, you know, I think construction's one.
George:Yeah, I think so too, For a while anyway you know, I think construction's one.
Robby:Yeah, I think so too, for a while anyway, I think. Even if AI is doing the construction, I think there'll still be a human element.
George:There'll be a human element from the perspective of.
Robby:there'll be, Well, the human's going to design it dude Like in the sense of the human. It's got to be based on humans living in it.
George:But also there's. There's a level of craftsmanship and beauty in something that's made by a person Not to be perfect, To be imperfect. Do you know what I mean? I think so. Yeah, for sure.
Robby:There's a level of it Okay. This is that. Another one is like cars, like people are always going to buy cars, like we use cars to travel.
Robby:Another one's aviation, like we always going to buy cars, like we use cars to travel. Another one's aviation, like we're going to always travel. Like the humans are always going to want to go overseas, blah, blah, blah. Another one's food we're always going to eat. So it's like there's like these, these little pockets of things where it's like these are going to be probably, maybe untapped in our lifetime. Yeah, you know what I mean. Like they might always have some level of human. And it's like how do you maximize your capacity in that? Like you're already one. Like how do you maximize your capacity in it? How do you make the most of that space? Or do you just keep doing what you're doing?
George:Yeah, I don't know the question, I don't know the doing. Yeah, I don't know the question, I don't know the answer. Sorry, I don't know the answer to that.
Robby:Yeah, because it's very easy to get comfortable ticking along doing what you're doing, making a decent buck. Life's good. Don't stress too much about the prices. When I go to a restaurant, get to eat what I want when I want. How much is a coffee? I don't know.
George:Yeah, it's funny, that's like you want to buy milk? Here's a grand. Remember when you were younger, did you ever use the coupons for fuel, like the Coles? Four cents a liter, off Four cents, yeah, yeah, that was flat. I had them everywhere. I had them in my car. Just chockers in the glove box, pull one out and you know, I used to know like every Thursday it was cheap at this fuel station and you'd go and fill up on your tank. I wouldn't even know what the cost of fuel is a litre now. Around two bucks, I'm guessing.
Robby:But I've never checked the cost of fuel. I've never checked the cost of fuel Ever. Well, what are you going to pull in and be like, oh, it's that much, I'm not going to, I'll do without it today?
George:Well, when I was young, You'd do without it Back in? No, not with, not without it.
Robby:Yeah, I know You're going to fill up anyway.
George:I know, but there's people that do that because I've been there before now and it annoyed me and I'm still not where I want to be. So I'm quite driven at the moment and even working hard, like the six months I've been working hard. I've been doing that because I want to get out of this position that I'm in right now and have not position. I want to get out of these projects and have them finished and hand it over so we can concentrate on the next batch and getting them 100% right and moving forward, Cause we've won some really cool projects as well and now it's about well, how do we go to three? How do we go again to the next batch of projects so that we have to go out and hire more people?
Robby:I've actually got a really good idea. I need to talk to you about.
George:Yeah, let's lock in some time. Great idea, good. But yeah, look, I get what you're saying. Then you know why. What's okay. So let's put it the other way. Why aren't you filming TV?
Robby:I'm trying, Good yeah, I would take that if they gave us the opportunity or David.
George:So where's the step to get in?
Robby:How do you get there? Yeah, it's very much, you know there's channel 10.
George:Yeah, how do we make channel Robbie? Yeah, everyone watch my YouTube you subscribe.
Robby:You subscribe, yeah, no. No, that's a fair question. There's a few different elements, elements, but I think it's initially people believing you can. I think that's the biggest factor, like you know what I mean. Like I look at credibility, yeah, I look at this opportunity I was just talking about with mercedes and I'm like this would be huge. Yeah, because then it's a luxury brand. Yeah, then I can imagine, like adjusted by mercedes, yeah, that's. Yeah, it's a huge endorsement.
George:All of a sudden.
Robby:now, if I go and I pitch Coles to a we work with Mercedes Like the real deal. Mercedes doesn't work with anyone. Do you know what?
George:I mean, yeah, I think that's very I think that's 100% bang on, Massive, Without a doubt. And it's the same thing Like this apartment project we've just finished. It's our first apartment project we've done Second I'll say second, but a standalone apartment building. That's the first one we've done. So now I can turn around and say, well, cool, there's the notch on the belt and, funny enough, we had another apartment. Say, oh, I'm not that keen to get into another apartment project. I'd get into another apartment project, but it's all going to be again making sure we maximize the profits on the project That'd be. The challenge for me is to get this, is to convince someone to pay me at the margins that I work at, as opposed to paying what the industry-.
Robby:Doesn't that margin matter? With what? The percentage? You don't disclose it? No, but does it matter why?
George:wouldn't you disclose it? Oh, I never disclose. Why would I? Do you tell people how much money you make on a job?
Robby:No, no, but I'm not heavily based on their materials.
George:Yeah. So why would I disclose that to a client how much money we're making or what percentage we're going in on in a project? They would get a fixed lump sum. So if you wanted me to build something for you, you go how much is it? It's this much money? And you go, cool. And then I say this is how we got to that figure, with all these breakout prices. But none of those breakouts will be concrete, plus George's 30% or Pascon's 30%. You'll never see that.
Robby:Yeah, fair enough. I don't know, I've never built.
George:The only reason I say that is I don't see it as a factor. I don't want it to be a factor as to why someone would want to select me as their builder or not, or select the company as their builder or not.
Robby:Yeah, fair enough. What was the question before that though?
George:So we're talking about how, oh so the challenge for me would be, if I was going to do another apartment project, is to pay me above industry standards.
Robby:Yeah, but that's what I was saying to you. Does the percentage matter?
George:It'll affect your price, obviously, the higher it goes up. Most people, I believe. The size of the build yeah, it would to a degree. The size of the build yes, so most people. Then, the bigger the build, the lesser the percentage, yeah, but the more money they make, yes, correct, correct.
Robby:I was just looking at, but here's the thing right.
George:Whether you're building a five-story or a 10-story building, right, the risks at five are the same as the risks at 10, but then you're using less margin at the 10 because there's more volume, do you?
Robby:know what I mean, but you're making more money.
George:The risks still but the risks still. If not, it's more because you keep going up in high, but you're making more dollars. Yes, yes you are.
Robby:The percentage is irrelevant.
George:Is it it?
Robby:is.
George:How is it irrelevant? Who cares? You're making more money because You're making more dollars at the end of the day.
Robby:Yes, you are. Yeah. So who cares if it's 8% or 10% or 20% or 100%? Who cares? I care why? Because the figure's irrelevant, it's not irrelevant, it is 100% irrelevant. But why is it irrelevant? Because it doesn't matter. It's the dollar amount that matters. Yeah, I get that. Do you go when you go to Woolies and you say can I pay with my 22% profit on this contract? No, no.
George:You pay with the dollar factor that needs to be accounted into that dollar amount. But you're making more, yeah, but not as much, hey, to counter the risk that's associated with that. You're making more, but then you're exposing yourself to more too. That's the world we live in, dude. Yes, the more you want to make, the more you're exposed Okay, but I want to lessen that exposure as far as practicable.
Robby:Yeah, so there's no parking meters.
George:No, but I can still play in that game. It's just got to be on the terms that I want it to be. And this is where it's a matter of changing things, the perceptions of being. Look, I had a mate that worked in the States and he worked for quite a big commercial construction company and he goes. They don't touch jobs Like if they made 30% on a project. It was a disaster, disaster. This is like for office buildings big hundreds of millions of dollars worth of jobs. He goes if they were making less than 30%.
George:Alarm bells everywhere here, the big tier one construction companies. They operate on 2% 3%. They hope to design the building in a way that picks them up another 2%, 3%. That's how they make their money. So why is the mentality here that, oh no, no, we're making good money. That should be enough. And that's partly why I don't ever disclose my figures to anyone, because I know as soon as I put that down, they'll look at me and go oh, george is making half a million dollars on this job. Oh, but this builder is only making 300. Let's go with this guy. People will be. Whether they like to admit it or not, they will use that as a determining factor to select their builder.
Robby:Yeah, but that's not what I was. I wasn't talking about disclosing it.
George:Well, when Are you talking about the monetary difference? Yeah, yeah. So what I'm getting at is I still want to charge the percentage that I want to charge, but the percentage is irrelevant. It's relevant in the sense that the risk that is associated with that is still relevant the whole way up the building. It's always going to be relevant. Yes, it's more, but I don't feel that the difference between that and the risk associated is worth the extra amount. Yeah, it's worth doing that job, so okay. So instead of me making for levels five to 10, I should be for levels one to five. I'm making $5 million. For levels five to 10, I'm making $7 million, but I've still got the same amount of risk going up that building. Yeah, okay, even though I'm making $2 million more.
Robby:Oh, so you reckon the risk doubles from five to 10?.
George:It's not that it doubles, but it's still significant enough to have like if I have a problem. $2 million is a significant amount of money, yes, but the bigger the building, the bigger the problem can be. Yeah.
George:So there's a huge level of that factor. Like, I don't think those percentages are feasible. Like, why did ProBuild go broke years ago? They were a billion dollar company, it was during COVID, in all fairness with them, but they were operating on those levels, on that level of profit and they just couldn't sustain it. I know COVID was probably not the best of examples because it just went from one huge extreme to the other as far as cost blowouts are concerned, but in the same token they were exposed in that time. Do you reckon that company in the States that's making 30% on office buildings was affected as much? Probably not.
Robby:Yeah, but you can always sit there and talk about the way you wish things were. Why not change them? Hey, why not change them? Hey, why not change them? It's not going to change. Why not? Why? Because if I'm a developer and you're saying you want 30%, and this guy will do it for three.
George:But what if there's a difference that I can? There could be other things that come with that. There could be the, the fact that you get to work with me, the brand alignment. There could be the speed in which we do it, because if you throw me more money, maybe I can throw more men at it and get this thing done better. Or I can throw the best construction minds at it, not the okay construction minds, the ones that based off 3% margin, the ones we're going to get the best in the country, because we're making 30% on this job and instead of it getting done in two years, it gets done in one year, and so on and so forth. There's the huge flow and effect.
George:So, yes, I hear what you're saying. The monetary value is more, but I would rather challenge that and go cool. Do you want us to build it? This is what it's going to cost. This is where it's at, because it's relevant on everything. I'm never the cheapest builder ever. I don't. I don't think I've ever been the cheapest. I've been in the middle, I've been the most expensive, but I've never been the cheapest.
George:And people want to pay the premium, or when I say premium, they want to pay more because they know what they're getting. They or they see what they're getting, they see the service, they see the product, they get to know me, they get to know the company, and there's more that comes with that. So I would rather grow the business steadily and go from, say, doing the $5 million jobs well, let's go to the $7 million jobs, but keep maintaining our profit. And then go okay, seven, now let's go to 10, but keep maintaining our profit. $10 million project, and so on and so forth. But do you believe that's how it works? No, there's still people, because I'm sure I'll get to that $10 million project and there's going to be that guy that goes here, I'll do this for $5 million.
Robby:Yeah, that's what I'm saying, but isn't that the way it works?
George:With what Undercutting? No who said it Bezos? I think said it he goes. Your margin is my opportunity.
Robby:What does that mean?
George:As in if you want to make more margin, that's fine. He goes. I'll come in and find a way to do it cheaper and deliver the same product. It's his opportunity.
Robby:It's dangerous man. But what I'm trying to say is is that not the way the industry works?
George:Yes.
Robby:So for you to do this, I'm sure the biggest project you've done has had a lower percentage, probably a higher dollar figure, but a lower percentage than a smaller job that you've done Smallest job, if I dare say.
George:Yes, yes, there has been, but then again I've done another job that was lesser percentage, sorry, lesser value, but greater money on it. Yeah, happening right now. So we've done these apartments. I've got another job, which is a smaller project, where I'm making more money on that job than what I will the apartment project.
Robby:Yeah. Yeah, I'm not saying you can't walk away with a higher dollar figure.
George:Yeah, that's right, but that's what I want to be targeting. If that space is known for me, only okay. Let's just say apartments. Make a really general call on it, builders make 5%, that's it All right. Or there are builders that will do it and do it well. Yeah, they're set up, they're ready to go, they come in and they do the job and they're at 5%. Why should I keep looking and hammering those projects when I'm making another job of lesser value, making more money on it?
Robby:Because that means you're doing something wrong. I am yeah. Why? Because the person who does the bigger project almost always makes more money. But in this instance, right yeah, but I think you did something wrong. I don't know On which job the one where you didn't make as much, the bigger project where you didn't make as much?
George:Aside from, aside, no, yeah, aside from.
Robby:The mentality, the mentality you have is like saying what's the point of having all these employees and having all these outgoings? I'd rather just make my 500K a year. I get to keep most of it.
George:That's the same mentality.
Robby:Yeah, so I was looking at this thing the other day. The UFC is this weekend.
George:By the time this airs, it'll be the Side note are they moving off pay-per-views? I heard yeah. And they're going to subscription somewhere CBS or something.
Robby:Paramount. Paramount yeah, cool, yeah, they did a $7.7 billion deal, sick, sick, anyway. The UFC this weekend is at the United Center in Chicago and I was looking at the United Center. I'm thinking to myself how much money do you have to make to sponsor a stadium Like? How much do you have to make? They would pay a lot of money to have their, like Eddie had. Yeah, yeah, yeah. What's it called now? Marvel? Why is it called Marvel? They pay the money. Marvel. How much do you reckon they paid?
Robby:No idea. Hey Siri, let me fucking find out right now, because I want the dollar figure yeah.
Robby:Because people listening to this, like I was doing the math the other day for like when can we the next hire? And I'm like how the fuck am I going to put my name on a stadium? Yeah, do you know what I mean? Like these guys would pay way more than you pay an employee to get their name on the stage. How do you do those dollars? To do those dollars, you got to be doing massive. You know what I mean. And it's like that's the game, dude. Yes, and it's like this whole thing about volume is vanity. Profit is sanity. Guess what? Without the volume, there is no fucking profit. You know what I mean.
George:If you guess what, without the volume there is no fucking profit. You know? I mean if you turn over a million bucks a year. You cannot make more than a million bucks a year.
Robby:Yeah, and it's also the whole concept around our mates like metricon, right, so they pump out the vault like their projects wouldn't have huge margins on it, but they pump out the volume, yeah, but so you either got to go a thing where, like, you can do a lot of it like in the sense of volume, yeah or you got to go to the thing where you can do a lot of it, like in the sense of volume, or you got to go to the thing where it is so high ticket that you can sell less and do more.
Robby:if that makes sense, what would Metricon's margins be? No idea.
George:Couldn't tell you.
Robby:What am I going to write here? How much does it cost to sponsor a stadium?
George:Naming rights. Ask what are the naming rights for Marble Stadium? Is that?
Robby:what it's called. Yeah. What are the naming?
George:Or what is the value of the naming rights to Marble Stadium? That should be public knowledge, I would have thought.
Robby:I don't think there's anything private anymore. The naming rights for Marvel stadium are held by the Walt Disney company Australia, new Zealand. This is part of an eight year deal. Five to $8 million per year. Five to $8 million per year.
George:And they say the value in that, that, in having their name on a stadium, that's it, yeah, but like so there's two elements to that.
Robby:One, how powerful is that for brand awareness? But two, how much money are you? Do you need to be turning over to throw, say, a cool eight million a year just to nate like dude? Most people would not do that. Most people like no, eight, well, four stadium. Nah, like, you know what I mean. And it's like how do you play that game? You know I mean, how do you play the, the, the gurner group game yeah how do you play the game they're playing?
Robby:because you can't tell me they're not making a fuck ton of money, dude. No, of course not. Yeah, but it's like why? Okay, so what do you need to do to play the game that they're playing? Do you know?
Robby:I mean because you and I said it the other day, I'm, like you know, sending you having a conversation about uh, your next high level of grand, yeah, or like a couple of grand package a month and getting all this pushback and dealing with all these objections, and then it's like this isn't the game. You know what I mean. Like this is not okay cool. Like got from here to there. How do we go from here to fucking there?
George:From the chopper to the yacht.
Robby:Do you get what I'm saying? How do you get to that point, like, how do you, what are the things You've got to be doing? Those big developments dude, or you need to significantly increase the amount of volume. So either doing this level of project or this level of project a thousand times.
George:Yeah, it's a, it's a great question and it's good to ponder that. And it's good that you're getting that level of annoyance because I think, especially now that you're not sick anymore yeah, it's good, good drugs. It's good that you're having this conversation now, because it can very quickly and easily turn into your mates at Mercedes, where it's 10 years go by and you're like, oops, how did that happen? So at least you're having those conversations. Do you know what I mean?
Robby:Yeah, I don't stop thinking about it yeah, yeah Do you know what I mean.
Robby:I don't stop thinking about it and it's like cool, like how cool would it be to be the I used to work here and now they're our client. That's a cool story, my word, do you know what I mean? And then, how cool would it be to be like I used to work here and now I own 19 dealerships. Yeah, Do you know what I mean? And they call them Mercedes, robbie Benz. We cut him off, got rid of the Benz, we got rid of him. I just think people should aspire to that. I think it's pretty cool.
George:People don't think about it enough. As you said, a huge level of comfort, but also I reckon there's a huge level of I'll never achieve that. I'll never, as if I'm ever going to have enough money to sponsor a stadium.
Robby:That's what I'm saying, but someone is. Yeah. Do you know what I mean? Everywhere, everywhere in the world, that's right. Every stadium has a name.
George:That's right. Someone is doing it. One person is doing that stuff. One person's cracked the code, taken the risk. I think there's a level of that. You have to take risks. You have to go out and do things.
Robby:Business is risky. If anything, you would argue that there's more risk in small business. Whilst you feel like the risk is smaller, going broke on a $100 million project and going broke on a $1 million project is going broke.
George:Same thing, isn't it?
Robby:Yeah, so you fucking roll the dice, roll the dice, but the problem is we don't know, how to handle the going broke thing. Do you know what I mean? Yep, like, roll the fucking dice, let's play. Time is limited. Anyway, time is really limited, it is. So, to wrap this up, don't get too comfortable, don't stay in the same workplace forever yeah, I'm both fortunate we're going to get people to resign. But fuck no. But don't stay in the same workplace forever. Don't stay in the same position forever.
George:That's right. Go like even 100%. That's a really good thing. Change is good, change is inevitable. Yeah, exactly right.
Robby:It's just about what you're changing, and is it purposeful change, or is it?
George:We should end these episodes with a quote, I reckon.
Robby:Hit us, you got something.
George:I did find one, the other day. I always write quotes down when I come across them and I like them, do you Not? Always In your journal? Not always, but sometimes on my phone.
Robby:There was one I liked the other day, george the Philosopher. Yeah, what's the quote? Subscribe.
George:The quote is oh, I like this one. One of the toughest things about being a father is when you realize you're raising the ones you can't live without to live without you. I like that one. Patrick Brett Davidson, that one actually.
Robby:Best thing I've ever heard about kids was that russell brand thing. Which one was that he's like?
George:best case scenario you don't know your lives yeah, that was like when you, when I heard that, I just said that's the first time.
Robby:Yeah, I was like I should got a, I got emotional. Yeah, I was like man, that is like and that's best case scenario. You're like you hope you have full control. You play god for a moment. They're like how do you want this play out? You're. You're like yeah, me first, yeah. Every day yeah, insane, insanity. You win, that's a win. Yeah, that's like, this is best case. That's insanity. I just got chills.
George:Well, well, thanks for tuning in. It's always a great discussion. You know, sometimes these talks that we have it's like all coaching, self-coaching. It's good to have the conversation because you don't always just sit there in my office or your office for an hour and just have this chat. It's great that you guys, a, get to listen to it, but B hopefully it motivates you enough to go out there and actually go.
George:You know what? Fuck it, I'm going to quit, I'm going to go find a new job. Maybe even if you's a mechanic at, you're a mechanic at Merck and you go, fuck it. Let's see what Aston Martin's doing. I don't know. It doesn't mean you have to go and become a florist, but maybe you just need that next level, that next change, something, something, something. Why do it for another 10 years If you're a different story, if you're getting fulfillment out of it and you'd love coming to work every single day and, as we've said in the past, like if that's what you love and that's what makes you happy and being a Mercedes or being at Holden or whatever it is, you're happy, you've won, but it's comfort.
Robby:Yeah, that's the killer, cause people will convince themselves that they are happy. Yeah, cause I'm like Doing that. Yeah, yeah, because the thought of change is too scary, the thought of, ah, but I know this place, but I know how this place, you know, I know how to get in here, I know what the traffic's like, I know the morning route, I know, I know, I know, I know.
George:And it's so true Because I remember when I got made redundant at Maldi's and we've got to wrap it up. But when I got made redundant I was like no, my plan was to work here for the next 20 years and become director one day. That was my plan and it wasn't until I left and then got into the new role. I was like, wow, this place is so much better, I like this company so much better than where I used to work.
Robby:And that's not always the case. Sometimes you go and realize, hey, this sucks, yeah.
George:But then I left again. I left that company again, which I really loved, because I had no more work. So I left. And then I went to another company like, oh, this place is sick, how good is this? Then I started my own business. This place is sick. Anyway, thank you so much. Guys, be sure to subscribe to the channel. Click the red button. Wherever you are looking, there is a red button somewhere. Go and find it and just click it. Unless it says emergency stop, then definitely press it.
Robby:It's always good. Always got to press it. I did that once when I was leaving the storage, did you, yeah? And then I looked at the sign on top. It's like don't press this button.
George:It's too late. Thanks guys, appreciate you tuning in. Speak to you next time. Thanks everybody.
Robby:We are fucking running a tight fucking chip here.
