Mycar interview

The speaker discusses their expertise in working with neurodivergent individuals like autistic, ADHD, and dyslexic people. They mention the prevalence of neurodivergence in organizations and emphasize the importance of understanding and communication in their work. They touch on the structure of their business, the challenges faced by young apprentices, generational changes in work attitudes, and the difficulties in finding skilled technicians like tire fitters. The conversation highlights the need for effective training and communication to build trust and competence in the workplace. So what we're trying to do today is get a sense of, my particular area of expertise is in working with neurodivergent people, but I've been trained for 25 years in all sorts of things. So when I say neurodivergent I mean autistic, ADHD, what else could they have, dyslexia, you know anything that has a different kind of brain processing. Because what we know is that conservatively 1 in 25 Australians are neurodivergent, but a lot of the time we don't know, because even though it's been there forever, you just don't know. And it's only been a recent thing where we've started to go, hang on a sec, what is happening here? And people have done research and now we know. But it's not new, it's just we're now talking about it, okay. So what's predictable is in every organisation there are neurodivergent people, okay, especially in a big one like this, and especially in organisations where hands-on process jobs, like those kind of things, tend to have more, if anything. So that's one thing, and then I think the other thing is, the kind of work I do, even though my area of expertise is in neurodivergent people, it's mostly about relationships and communication. So if you've got a manager and an apprentice, how's it going, what's happening, what works, what doesn't, where are they failing, how come they leave, that kind of work. And that's what I want to ask you some questions about. So I guess the more, so your office, yes, Australian, no, state manager, and then you, store manager, okay, good, that's good, just so I get the picture. So you're working with everybody, you're always doing work for everybody. Well the way it's structured is, we've got 57 stores in Newcastle, we've got a team of five office managers, we've got a lot of hospital staff, quite a lot of hospital teams, and then we have stores. That's the way it's structured. So our structures are according to the national office manager, and then sort of really the next level is the managing director. Yes, and within the 300, how many of those are apprentices? I can't think of the number in New South Wales, that's a great question, so we've got a cohort of 11, probably has to be just under 40, I think. Okay, so it's over 10,000, yes, okay, that's quite high, that's just a lot of apprentices. Yes, okay, and then I know each store, I mean this is a big one, I'm within St Clair and the one at mine is smaller than this, so what's the average number of staff? St Clair store? Oh yes, in St Clair's Little. St Clair's Little is a small one, so that is like average staff and board count? Yes. So in my business, it's a good question, I'd say four, maybe, yes, probably four would be right on. So there's little teams too, right? Some are big, some are small, like in St Clair it would be sort of three. Yes, so the same goes, mostly men, I'm imagining, a lot of men, go to work every day, have to spend every day together, have to work together every day, like that's small, that's tight, that's already like, there's a lot, isn't there? When we're back in Australia, we've got 13,000 in our business, and in my business, I'm trying to look at the numbers now, I'm pretty sure it's a seven in our apprentice business. That's awesome. And I'd like to see it in Newcastle. Yeah, why? That's interesting. I've got one female apprentice per store. That's awesome. Which is interesting, it's a coal-mine town, so there's a lot of females, more and more now, that are becoming more insufficiently remote. It's also an outdoor, you go to the beach for afternoons, it's that kind of place too. That's really good, that's interesting. Okay, so that's why these questions are good, right, because now I'm imagining, it's not 20 people going to work together, or you have your little teams of people that you talk to, no, this is like, that's it. And if someone's not working, that's a big deal in a team that size. Okay, so what would you say are the common things, common complaints, struggles, things that you deal with? It could be from store managers trying to get people working well, or it could be from the other direction, like people complaining about store managers. Do you have common things, or things that happen? I don't know, I wouldn't say common things. By the way, this is a brilliant business, I'm only here because of how good you are. Yeah. So I already know you're excellent, I've got no issue, I'm just like, how do we get you better? Yeah. Yeah. I think it's dealing with pressure, can be a big thing, because obviously customers expect the car's done, they expect the car's done, pressure can get to them, especially if they can't, especially coffee shops when they're at school, going from nine to three o'clock, having three or four extra days, then coming to a big store and you get from 8.30 to 5.30 an hour break. It's a lot, isn't it, yeah. It's a big problem for young people. We're all trying to apply the cooperation standards, it's the first year of anyone's apprenticeship, does that mean one thing? One thing. Learning how to work. Yeah. So it's sending advice around, making sure you get to bed on time and have the right food, now we know with teenagers it's like, you know, they probably do the opposite half the time, but that's the learning how to work piece, because we're a volunteer business. What I see mostly, because I'm probably the highest high level of a volunteer, is generational change, so back when I was a young apprentice, the way the world worked then was you go to work, do what you got told to do, you'll do it, if you find out that you're not doing it, I'm going to hear from your boss, so there was a respect level, so you're going, I must have been a bit frightened. Yeah, it was great, yeah. In the 90s. Yeah. But, and it was just a different world back then, right, so the expectation, I've got two teenage sons, I'm 25 now, the expectation of teenagers these days is very, very different. So they come to say like, okay, first week I'm going to volunteer on the WRX, now I'm going to learn how to do brakes, so they know this is awesome, and then they're given a room, or they're asked to do tyres, and it's like, it's interesting, because they don't, they don't, they actually ask the questions, they say that's not, that's not what I want to do, that's not what I want to do, that's not what I want to do, so it's not about, you know, you go to the boss, or the store manager, can do the milk, or what can you do, and it's not that they're rude, it's just, the expectation is like, now inside that, if I had to give you a percent, if there was 10 apprentices that came in, probably 60% of them are like that, and there's still others that come from sort of older school families, and at the moment they're pushing a little more, and they're just a touch more respectful, and they take instruction well. The challenge we have in our business is, now say, call it 50% just for fun, we do tyres, all right, now it's not a sexy thing to do, but it's sort of what our, what are they called, the tyres we use at first, now, ultimate power, if I could put a tyre technician, a tyre fitter in every store, we're much better off, the challenge around those people in our industry is they're, what you'd call, they're hard to find, we find the stores that do have them, the apprentices learn more quick. Why are they so hard to find? Because they're interesting characters, they're normally like a... Like a neuroscientific kind of thing? No, no, like a blue collar, a locking guard. Oh, yes, loves it, loves getting the tyres right, loves, that's a good one. Well, to do that, there's a lot of disrespect for them, a lot of tyre fitters are people that potentially, not necessarily fit with their vision, they wanted to be a mechanic but weren't smart enough to do it. Got it. So, they're associated demographics, they come from certain areas of Sydney. And so, they don't see a lot of the time, like that's part of it? They drop off a lot, they usually have a lot of things outside of work, that can affect them to being able to be safe. Yeah, when you find a good one, they're almost worth the evasion, they'll almost become the most important person in the store, which sounds ridiculous. No, I get it. So, they'll get, they'll see all these technicians and then some of the office managers will call them before you put them on. So, the tyres are quite an easy thing to do once you learn it. Yes. So, I think what a lot of school managers would do is, okay, so we're going to teach an mechanic how to do punctures and then do tyres and watch him get competent in that and then the trust builds. Gee, good man, you've got quite an attitude. So, I'm going to get a technician and say, look, any tyres that we've got today are going to do a service work on the new system, it would not be done having them free and you're going to do some great work today. So, it builds trust. Yes. What we find with young generation is we don't explain that well and we don't give them a good review around how that's going to sort of play out. It's sort of, you start getting the, this is not what I was trying to do before. Yes. Now, I think a lot of that is a must. So, we're a school manager tips and after tips business. If every school manager can be met with anything for a reason today, or they can be met with anything, he's a good technician, right? So, you come out of school, you went, I like your car, then you come to a place called my car and they went, gee, you've got great personality, you're going to have a workshop patrol. Oh, okay. Oh, cool, I thought we were going to do. Now, you're going really well, you're now a school manager. Oh, by the way, do you think you're a leader? Just remember you're a leader. Oh, okay. What does leader mean? So, these are technicians now that are now running a store, that's a $3 million business downstairs, and now you've got a mentor and apprentice, you can't get upset with him, generational change, and the old mechanics won't be in the corner, you've got to manage them as well. And by the way, you're a leader, safe and compliant. So, what store managers sometimes will have a moment and it's like, this is not what I signed up for. Now, a lot of them will get them through. If you think of a store manager in a retail environment, take a shop down, sports girl, they get all this training around how to manage people and whatever. Because then you add the fast pace to it, then you've got the operations manager saying we need you to make more money. Plus, very diverse customers. Very, very diverse customers. Sports school has a particular customer, my class would have. Yes. Anyone. Well, the challenge we have in our industry, as much as my car has a lot of cases, truly customers as well, I don't think anyone would get up in the morning as a car owner to go to a sports school. Woo-hoo! It's a car service today, look. Oh, God, oh, God. What are they going to say? We call it rush purchase. Yeah, right. So, the customers as they walk through the door are already quite happy they're there, and unfortunately, you've been driving a car for many, many years. Everyone has a story about getting involved by a mechanic. Everyone's got one. Yeah. I've got one. So, you want Anthony to be that person in the morning that's happy-go-lucky and really bubbly and you're playing the bum. And there's lots of stuff going on. What we're learning is the ops manager plays a huge part in mentoring an employee. So, to get the best out of that generation of apprentices that's coming through, it actually is possible, it actually starts with one thing, and that's one of mine. Okay, this is genius. So, total sense. So, to give you some more background. So, firstly, I'm CC, so I'm definitely like no generational stuff, okay? The second thing is, so my husband runs commercial printing. Yeah. And so, he's the site manager. Yeah. And so, everything you're saying is basically the same except for a different industry, I'm sure. So, but it's really good for me to hear your industry because now I can be much more, like I've never thought about the thing about everybody's a lawyer. So, that's the kind of stuff that's awesome to hear. And I've never really thought about how quickly an Anthony could get promoted and where he comes from and that, you know. So, that's outstanding. I've already got a lot of ideas. If you want to say two words at you, because there's only two words about what we want these guys to be better at. Yeah, yeah. So, then that transfers to the customer. Yeah. The customer's got the shifts or they think we've done something to the car or the apprentice or the mechanic's been in a bit of a plane and there's an issue within the workshop. It's the same field, right? I think most people, most store managers, not everybody's natural at confrontation. It's not arguing, it's more, you know, breaking it up to the degree. Well, being able to see another person's point of view. Yeah. So, when I say neurodivergent, I'm talking about a type of brain processing, but what I really mean is a point of view, like a way of viewing the world, a way of processing. So, that's what I'm going to do in the training is going, you might not think autistic or ADHD, but you've got a point of view. And you've got a way of processing the world. And if you can't understand yours is different from others. Yeah. And how to work together. Yeah. This is the whole thing. What I've said while I've been with this over the years and I've had to really work hard on is listening to understand not to respond. Yeah. So, it's very easy to go, just stop talking, Danny. I'm not going to do anything, I just want to say something. So, as soon as you're finished, I'm going to talk. I'm going to say, but at the start of it. So, what store managers will do a lot of the time, because they're under pressure. Yeah. You've got the shifts right now. They have the car, because it's a bit late or whatever. They will probably get a bit defensive. Instead of saying, now, I hear what you're saying and I do understand what you did. I've said, let's work through it together. Right. So, that's a skill set. It really is. If anything gets taught now, you'll probably go, oh, okay, I'll do that. Right. Yeah, he's a legend. Two seconds of meeting him and I was like, oh my God, he's a legend. You know, like, he's just a legend. Yeah. But without a skill set. You wouldn't be Anthony. No, no, no. You'd come here for Anthony. Yeah. You would. You absolutely would. He probably got the leading role page in the division. Yeah. He was, I mean, honestly, I was stressed to see him. He goes, I can even do this if you need it. And I was like, you know, I was like, that's it. I was like, no, it's all right, buddy. But like, yeah, I was like, that's romantic. But if he is under, him under real heat. Yeah. Whether that's the customer or just the pressure it's trying to produce results. Any human being under real heat can only go to what they know. And what they say in Navy SEALs training, it's this great book about how they train them. But what they say about that is when you're under pressure, all you can do is fall to the level of your training. And that's it. And if you haven't been trained. That's right. Gone. So Anthony, if you use Anthony in the case study, all of what he does, the great relationships with customers, probably takes them too much. What Anthony is now trying to learn is delegation and let it go. Another skill set. Right. So because he wants to be a part of everything because he wants to really perform for his father. If you put Anthony in every store, business is sick. However, he struggles to let go. So that's another skill set to see how you delegate. Eventually he's going to burn out or yes, something's going to happen. Yes. Okay. That's good too. Anything from your perspective that you would add? I think the generational thing is a massive thing. So I've been doing a lot of work in old school. Sam, you're kind of, he speaks his own pop and manner. He's got that real pretty. That's just what I thought. Yeah, yeah, that's what I thought. So Sam, I'm afraid to say, he uses his manner a lot. Yes. He knows how to split. He's got a good rhythm. Yes. He pops off and comes in every day. How's Sam going, mate? Doing anyplace? I said, go to bed early, Sam. He's been rising and rising and rising. Yeah, that's a really good point. And that's why, that's why good. Well, that might be good or bad for Sam. Yeah, so look, there hasn't been a bit of, I suppose, conflict at the home pop. Yeah. Because he's actually a part of us. Yeah. But I said, I've had a chat with Sam. I said, Sam, a lot of those psychiatrists, don't get me wrong, but he's there for the right reasons. He wants you to be good. But, I said, it's good to monitor him, mate, because, well, I said, CAP, all that stuff that we have for him. But, he pops in the old school. I'm from the old school, even though I'm 1933. I wasn't impressed by the old school mechanic. I don't know, I brought that across with me, because that's the way it works. Right? The new school stuff is good. One of the things that's important to understand, also, is that he's very comfortable under Shannon's leadership. So, part of our pilot program is that at six months, we were going to do workshop rotations. Right. And what that was is for them to experience other- Different managers. Different managers. Different types of workloads. Yeah. Now, when it was suggested to Sam that, so we've changed it, and they're self-nominated now, whether or not they want to go, because we've realised- Sam doesn't want to leave Shannon. That's the whole thing. Right? And that's one thing that, but, we actually, so after 12 months, our business has what we call a headcount. So, Shannon's store may not be able to sustain Sam after the first 12 months, because Sam currently gets paid out of my department, not through his store. So, a premise, you say, you're financing their finances through your department. So, none of that is a cohort. Yes. It's not taken away, because store managers would say, look, I don't, but other store managers do that, to be honest. They see him and, well, mate, I'm paying him, but I can pay a mechanic that's able to do more work than this. But, your claim isn't what you want. We're not paying your financial pressure. But I see it at a certain level. Yeah. How long? Three years? I don't know what it is. Or for two-year apprenticeship. Three years paid, four years on the job. So, we've kind of removed that for the first 12 months, to take the pressure off, because they would see it as a, well, a headcount. Well, they do, of course. I've got a headcount of six. But, the thing about it is, is that our business constantly headcounts change. So, if we see this in Sam, how do we look at combating this throughout our business? It's not just Sam. It's not just going to be Sam. It's going to be, out of those 40 apprentices, there might be six throughout the year who may have to change. When I say that, I mean, we might have six who are in their fourth year at the moment. Yeah. And, once they sort of hit the fourth into the trade, there may not be a position available for them at that current year. Oh, I see. I bought from them. Our business is really good in the sense that we try to keep them within 20 kilometres of their home, what we call home store, or where they live. So, we're very adaptable to how that may look. But, how do we now prepare them? Such a change. It is, right? Because you've got Dad. Whether you like it or not, you've got Dad. Dad leaves. You get pulled from Dad. Yep. Or Dad leaves you. Yeah. And, oh God, I get it. There's going to be some separation anxiety at the end of their apprenticeship. There's going to be some uncertainty in regards to... Your brother, too much. If you're in a home that's worked very well, that's awful. Which is, which I just mentioned, my shop. Yeah. My shop, all of it, once together, which is very rare. This is what I mean. This is family. Yeah, yeah, yeah. My family's on it. So, my family's on it with them as well. I've been out of my store now since March. Running this program. And, I visit my old store often. And, let me tell you, it is hard. It's hard. It is. It's because they become a family. It's the good, the bad and the ugly. It is. So, it means people, if they're tight, they're tight bad, too. And it's more things. Yeah. Yeah. Yeah, we're going. Yeah. So, I think that's one thing that we sort of need to look at, as well, is how do we sort of... Prepare. Prepare. That's so good. I'm excited. I'm so excited about what we could do for that. Yeah. Yeah. Yeah. Like you said, at first, you're in a comfort zone, you're happy, but then you get pulled out and you put yourself in trouble. So, we are uncovering a lot of things within this pilot that, you know, the whole apprentice experience. So, right now, our focus is only on two states, a limited amount of apprentices within that. But we are uncovering a lot of things through... Does it translate state to state, like on the whole, like everything you're saying, does that translate state to state? It is. It's universal amongst the company in regards to what we call headcount. So, the way that it works, and remember, this is technically driving to the business series, it works off sort of... So, let's say you have a budget of $30,000 and let's say that you, for three months, you've done $45,000. What happens is it sits within this system and it will turn to green or red. So, red means that they're, you know... Need to drop a staff member or need to produce. That's correct. Need to recruit the sales or... Yeah, drop a staff. Reduce staff. Or it can go the opposite way, where it's... Oh, you're producing. Let's get another... You're producing. These guys are getting way overworked. We need to introduce someone here. Now, what will happen is, is that if you have two stores sitting side by side, one's green, one's red, what's the natural... I was going to say in the kiosk, so it's not... Yeah. So, if you're just sitting outside... Oh my God, yeah. What would be the natural thing of the business? You'd go, you don't need one, you need one, you'll post from the other... So, does that mean that you lose some of the threat, too, of losing staff out in the dark? What? It's a threatful stop to producing. If you have a little bit of... G'day. G'day. Thank you for my coffee. Sorry, he's sitting outside. We're not going to be long. Go through with that, maybe. But obviously, Dave has regular meetings, and it's a planned thing. So, I'll be honest with you, Edmonton Park, for over six months, wasn't sitting in a good position. I didn't lose any staff at that time. I was given the opportunity to build the organization. It's always the invitation, you go to your next person, you get support. 100%. Yeah, okay. 100%. They look at whether it's a new store, they look at a lot of things. But it is a factor within our business. And... And let me ask you another question. This is so good, because I am absolutely going to be able to make a difference today, which is exciting. Is it competitive? Like, for people, is it like, we're all in South Wales, and we're all going for it? Or is it... It's me pushed up by a division. Or like, Edmonton Park, you know, wants to beat whatever... Yeah, yeah, it's the work of the fans, though. Okay. So if, say, Oyster Bay rang my phone, which is sort of Sylvania, which I'm a political centre, I'm going to go help. Okay, good. So it is a competitive thing. It's competitive in a way, but I'm not going to beat us. Like, it's good for the fans. Like, you want to beat Victoria? 100%. Yeah. Yeah. Yeah, that's what I was going to say. Yeah, so yeah, we're doing that. Whatever, whatever. It's competitive, but in a good way. Yeah, okay. It's not like, if Danny rang me and said, I need help, I'm not going to help you. No. Okay, good. That's what I was going to say. Okay, good. And I think it depends on who it is as well. Like, I'm 38, been in the business for a long time, managing floors for over 10 years. I would compare myself to somebody like a Broadway. Broadway have staff of 10. They're in a really high-end sort of area. I would look at my... Good for business. I would look at my sort of structure and go, I'm more of a Hurstville. Let's compare ourselves to, like, a Hurstville. Yeah, okay. Size levels. But for someone who's new, young coming in, I don't know. Maybe they don't have the experience. But it sounds like on the whole it's not an environment that fosters, you know... No, no, it's collaborative. We're actually really, really pushing to be more collaborative. Yeah. Yeah. That's good. Yeah, we think that we have a lot of competitors in our industry, and we do. Yeah. But all our competitors are either franchise businesses. Yeah. Or partly company-owned, or owner-operated. Yeah. So we're the only... If you get someone from outside of my company that's never worked with us before, and we talk about sharing staff, all right, fine. Well, yeah. Yeah, any type of competitive stuff. Now, every store is trying to protect their own result. They can't continue to let staff out all the time. But it's got to be... What we've learned, and the store managers in our business, that are really good at building relationships. They tend to have good relationships with the store managers down the road. They both have a great memory. They share stuff all the time, because they have mutual respect. And you find those stores have less issues with our suppliers, like Repco and Burton. The managers... No. I think Repco never delivers the right part, and the managers are not as efficient. So it's a real relationship thing. So... That's so good. That's the key. Yep. This is all... People ask me all the time, what's the success in any business? You would answer the same, I reckon. And my answer is, always relationships. Always, right? There's nothing else. There's nothing else. And that's why I'm asking these questions, because I'm like, what are the relationships? I'm trying to get to know the family, so that I can then go, okay, how do we get these ones really working? Yeah. I think the cohort has helped out in the process a lot. Yeah. We... We're breaking down what... Why they're leaving. Because if it's... Like John said before, we're pretty precise with what we're doing with them, to giving them the support they need. So, that coming together, I think... Yeah. Tammy and Damien have done a really good job, because we've tried this before. Why? We've tried this in different ways, and it just hasn't worked, because it's all warm and fuzzy at the start, and then things start dropping off. I think in NS, how many have you lost? One. Just the one. Yeah, just the one. So compared to other teams, I'm not very competitive, compared to other teams, we're doing much better. But I think... What I think that is, when we looked at our engagement results last year, we knew there was an opportunity with the people we needed, I think, first and foremost, is the project apprentices. So, what my team went into, is a lot of one-on-ones, led by the OEM, right? So, what's interesting with the one-on-ones is, it doesn't have to be complicated, and still managers do struggle a little bit with it. I think the still managers in our years have got a little better at that. So, what you mean with whatever comes from the OEM going to the still manager, being able to translate it at work? Yeah. That's where the struggle is? As an example, we used Anthony at 30 then. Yeah. If Chris is trying to get Anthony better at one-on-ones, what we had the operations manager do, and he's an ex-still manager, is go and sit down with little Johnny the first year, and they'll sit down and chat. How's everything going? How's the family? Da-da-da-da-da-da. And Anthony will just, you know, maybe he might get involved. And then, if I finish the one-on-one, Anthony will probably say, oh, gee, that wasn't difficult. You know? I think everyone says that sticking to the one-on-one has been bad. Yeah. Well, old school is, you can't speak to the boss in a one-on-one. You're in trouble. No. That's what... And you think that's what the apprentices think, or that's what the still managers think? I think all the still managers have thought that, oh, well, there's something wrong with you. So... Why would I do a one-on-one? Yeah. So... Okay. What I'm trying to drive is, it's all the one-on-one with the apprentice, you ask how's the family, and the third question, the first key question you ask is, how am I going as the leader? Going to live in a different way for you? Some still managers have never asked that question before going to work. Not at all, anywhere in their life. If they ask it... Yeah. What the apprentice will do for the first three times you ask that is they'll look at this, and they'll go, oh, yeah. No, no, no. No, no, no. There's building trust, right? Building trust, building trust. I think this generation, this young generation now, needs more of that compared to the older school where they're expecting to probably be told what to do and border the line. The younger generation need a few more paddles, right? It's just as important. See, that's really interesting to me because already, right, like, if you're old school, you have grown up in what I would call work now, reward later mentality, right? Like, you put the work in now, and you might not get it, you might not get that instant gratification, but the reward will come later, right? So, you've grown up in that, and that's what's annoying about the apprentices. Instead, if they don't translate that to, you do a one-on-one, and you do the work now with that, you will get a reward later. And maybe that's where we've got to get the link going. It's the same thing. It's the same thing. Well, it's an opportunity to complement as well. So, if you're in a one-on-one, and you've probably picked up that, you know, there's Johnny, Kelly and Frances call him Johnny. You've probably started training a little bit around tolerance, and you've seen military concentration. If you've been doing it for a while, that's probably your time, and you've probably booked in money for two weeks or so. I've got to say, don't really look at the time. I've got a plan for you. So, we're going to get you with each other in for the next few days. The store manager's got to continue to weigh in for that. And planning is full program, really. It's tough. It's a whole program. If you've got some cake on the back of your neck, and you've got to get on board doing that, this and that, so... You've got to stay at the right parts, and running there, and... And then, yeah. One thing planning challenges us about, and Danny continues to have a look at, is you've got to put the apprentice on the right floor. Running. I'll call it out. There's some stores in Aberdeen where you probably wouldn't put an apprentice in. You go, why? What are you trying to hide from me? Well, they're in the city store. Super high volume, super high mechanical, and we just need a school steady there at the moment. It doesn't mean you don't put an apprentice in there and teach them, but you probably put them in because you might have to call them out, because they may be a little bit intimidating for them, right? So, and one thing I've learned in the industry is the best edition in the store, generally speaking, is normally the most eccentric, right? They actually don't come in front of the customer. They're probably debriefed, right? They've got one session advanced, and it sounds terrible. It's the one that's in the middle of the road, probably a future workshop controller's coming through, great personality, happy to be open, probably get a bit tipsy, but sometimes we've got to be careful where we put them. Yeah, lead the mad scientist to the mad science and put that there. It's like a salmon... Yeah. Sounds like a little bit of a cop-out, but that's just... No, I get it. That's good. Any overload of diversity, you say, we want more pre-marketed reviews. I like having pre-marketed reviews because it adds a bit more complexity that some of the store becomes a little tidy, not because they're nice, but because they... Everyone lifts up. If they start behaving differently, you've got to be careful because, you know, in our industry, you've got some Texas pigs, you've got some guys with hair blots, you've got some dirty jokes, and we've got to be careful of that. And what I've learned about females, which I think is really good, is you met Myra at Campbelltown. A lot of them come in as you just want to be recognised as females, not the pronouns. They want to be part of the... They just want to be part of the team. What we have... Our people at Colsham came up as a female support group, when we started really starting to write the female piece. It didn't work. It didn't... I don't think they're good at anything. They're good at it. I just don't think it's working. Yeah. And a lot of them aren't females that will paint their nails or whatever. It is a bit tomboyish, and they're fine with that, right? Yeah. So, the better we're out there... Normally, if I have those females come through, we've got one in Newcastle, a female from Lander, they're generally more organised. And when they walk in, a couple of them are more like-minded. They say, my husband won't go on the counter. And a female like me, they go, I'll go to the female, she won't bother me. So, it's interesting how that sort of works. I think we can continue to push that envelope. That's exciting, too. Yeah. Because it's all... So, for me, look, I don't really care... I was going to say something radical. I don't really care about the neurodivergency, even if it's my area that's the team. This is the bit that excites me. Yeah. Like, all versions of relationships and diversity and how, one, you have everybody that works for you really happy and loving their job and succeeding. And then, how do you do the best? Yeah. So, we are... So, as an industry, the industry would like to see 50% induction of females into the industry by 2050. We're actually really aggressive on that. My task, sort of, stands to fit about 2030. Yeah. We're actually really aggressive on our approach and how we want to lead. It starts with the skills, right? Yeah. And then, we really care for around percentages because what my view of this, what Paul Latham said, is the right person for the job. Yeah. Now, if that's a female, then fine. But we've got to make sure that we're seriously considering that the right person for the job. And we've got to make sure that that potential female, because they're coming into an industry, is coming in for the right reason. They're not coming in because they're trying to piss that off or they're coming in because it's their last line and they just, oh, well, fuck off, get your car, get a boyfriend, get a wife, car, I'll do that. So, I want to do it for the right reason. That actually starts in the schools and I think what I'm starting to see turn now. So, back in about 2008, 2010, a different world back then. We used to go to schools and just talk to all the students. Yeah, right. So, I'd stand up with the young office managers and talk about KCATs, right? So, the passion came through. But at the end, they didn't come up to talk to you. What I think happened over the last 10 years is they went away from the government, and this is politically good, the government going, okay, when you give schools funding, especially state-to-state schools, you talk to the kids and they go into community. So, the teachers leave. Yeah, right. And then, in the last couple of years, that's gone in circles. We're going to start offering more apprenticeships. So, we're getting a lot of kids just, oh, yeah, and thought about mechanics. It starts with the schools. I think that's probably potentially where the female interest is coming from as well. The other side... You're also, the other side of it, like, yes, yes, it's everything you're saying, and if you, like, there's things I can already see that if we worked on them, you would start getting a reputation for being the kind of place that is a really great place to work for women. Like, yeah, that it's a safe space, that you can say what you need, that you're not going to be treated like a bitch, you're not going to be ostracised, you're not going to be, you know, all of those things. Like, if you come at it from both sides, that's where this is going to be really awesome. Well, what you can really say is that it was great. It was actually a career show at Lyndon Park. We got my co-ed there, but it was really just 90% universities. And the kids would come in, and we'd give them all these Christmas toys and have fun with them, and it was all great. But we really didn't, where we get the kids from is through the career divisor. You get them on the side, and that's, we had girls' schools, great ones, great ones. Great high schools. Yeah. I think there was about 30 or 40 girls all in the same room. Yeah. Got a vest on, a bit of shoes on. They liked it, right? Yeah. I don't think, I don't know how many we got, but maybe. It was a private school, so it kind of, mum and dad, mum and dad didn't do anything. Yeah. Yeah. Yeah. Yeah, that's good. I mean, I keep going TikToking as well, like, God, imagine if they were all TikToking about how much they love working. Yeah. Yeah. There's your next sort of apprenticeship. Next sort of apprenticeship. Yeah. Yeah. I'd love to see more of those. I think that one was a good public deal. Yeah. It was good for that, but I think that was the investment that mum and dad had put through a private school. They probably weren't going to direct them into an apprenticeship there, you know, for that, you know, the university as well. But there's got to be schools that you could do that with. That would be awesome. Yeah. They might have even been dancing in the class of another 30 girls or they might have met more on the weekend and just to talk about that experience and go, hey, I went there and I had fun and it was good and, you know, that might just spark something in somebody else. So, that's 40 versus 400 very easily. That's right. And I remember, like, I've always liked Formula One, right? But there's, I think, like, it's a thing now. Like, it's become this whole thing. Yeah. Like, and you talk to women and they're, like, telling you about Formula One and then there's, I think Netflix did that. Yeah. Yeah, but it is such a thing and they, and so suddenly, women are talking about cars and talking about that, you know, it's a really different thing. That would never have happened growing up. Yeah. I think having, I had a work experience a week, a couple of weeks ago and he, I talked him through it and said, you should call back your parents and tell them all that stuff. His parents wanted him to finish his 12th and I said, back your parents but I wouldn't want to be a mechanic. I said, well, finish your studies and come back and see. Because he, he'd actually bought a van the other week, a couple of morning tea and all this other big data, you know, so his parents sent a message to our bank and of course I asked him and I think I've told him that the career advisor is the key. Yeah. Yeah. That's their practice for us. Mm. They're not talking about it. 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