Brett Henry’s Operations Excellence led him to develop Storage's premier software management system.

THE SELF STORAGE REPORT — EPISODE TRANSCRIPT Episode: Success Leaves Clues — Brett Henry on Living the Numbers & the QuikStor Vision Guest: Brett Henry — CEO, Trojan Storage; Co-Owner, QuikStor ($245M portfolio sale; 54 sites) Hosts: Chris Berg — Head of Business Development, Abernathey Holdings; Thaddeus Campbell — Head of Biz Dev, S3 Partners (co-host) Recorded: December 5, 2025 Video: https://www.youtube.com/watch?v=urhCjrqw1z0 Key topics: Catching six of twelve managers stealing at his first operations job, raising NOI 35% on a 12-site absentee portfolio, founding Trojan Storage with John Cootie in 2007, the value-add playbook ($75M in, ~$245M out), why they don't buy "bond deals," the Caltrans tree story (75% to 85% occupancy in a month), "living the numbers" — compiling every rent roll monthly for 25 years, basis discipline (Phoenix at $128/ft), Nick Walker's October 2024 bottom call and the recovery, why they bought QuikStor (COVID-era pain points, 45-minute reports, antiquated workflows), $4–5M of their own money invested (no institutional capital ever), decentralized architecture and instant reports, corporate-level lease/discount management across 54 sites, the searchable bad-tenant database, auction manager automation and California's email-proof rule, AI correlations (visit frequency × distance × price sensitivity), the network effect for operators joining QuikStor, competing with REITs and the third-party management question, the California rent control bill, Go Local marketing funnel transparency, and the return of competition and innovation to storage software. Note: Speaker attribution reconstructed from raw captions of a three-voice conversation. Light cleanup of transcription errors only; wording preserved. YouTube chapter markers removed from body text. Episode announces QuikStor as title sponsor of the Self Storage Report. ————————————————————————————— Chris Berg: There's a very powerful saying: success leaves clues. So if you're someone who's interested in having success in self-storage, you are in the right place right now. Welcome to the Self Storage Report. I'm your host, Chris Berg, head of business development for Abernathey Holdings. Joining me today, as always, co-host Thaddeus Campbell, head of biz dev at S3 Partners. Thaddeus, great to see you. And very excited to introduce our special guest today: CEO of Trojan Storage, already sold part of a portfolio for $245 million, and now the co-owner of QuikStor as well — going to be the premier self-storage management software — Brett Henry. Brett, thanks for the time. It's great to have you with us, sir. Brett Henry: Hey, thanks for having me, guys. Happy to be here. Chris Berg: I want to jump in right away, Brett, with your story — and talk about the why and the how. The why is obviously why self-storage; but the how I want you to jump into as well. Your story: you started managing 12 sites and ended up raising the NOI by 35%. How'd you do it? Brett Henry: Yeah — you know, I wanted to be a developer when I graduated college, and like everybody, I just fell into self-storage. I got a job working in the operations department of kind of a 1974-vintage early adopter of self storage. And I realized very quickly that there were losses on their books — six of their 12 managers were stealing. It was a substantial amount of money: credit cards, checks, cash. And it had been going on for years and years. That was my first jump in — I remember meeting with the owner for the first time at Houston's in Manhattan Beach with all my spreadsheets of all the money that was missing. I quickly got promoted in that company, and it gave me the opportunity to take an absentee-owner portfolio and say: why aren't we raising prices? Why aren't we fixing roofs? Why aren't we painting doors? Why aren't we making this nicer for people and charging a higher price? It allowed me to spend seven years running someone else's portfolio, taking something that was neglected and bringing it back. And they were premier locations — it sold a couple of years ago; Extra Space now owns it. It really changed my thinking: I wasn't a developer. I was an operations person. I wanted to be in the numbers, finding anomalies — what made sense and what didn't. And that's what led to the founding of Trojan Storage. Chris Berg: So were those 12 assets part of that $245 million portfolio sale? Brett Henry: No — those were somebody else's. We started Trojan with my partner John Cootie in 2007. I've known John forever — I'm a couple of years younger, but same high school, college, family friends. We set out with the thought that there were all these mom-and-pop owners charging, you know, 50 cents in a market where Public Storage was getting $1.25. And by the way, the focus back then was on occupancy. Whenever you asked someone about their storage facility 25 years ago — and there really wasn't third-party management — everybody would brag: "Well, I'm 95% occupied." But 95% occupied at 50 cents, or 95% occupied at $1.25? So we set off to buy value-add storages. Our first deal — we tried to rate-lock with Wells Fargo in September of 2007, and they called us back because they were firing their subprime division. We bought that first property, and then one or two a year for the next six or seven years. We got up to 15. We spent about $75 million bucks — and we sold it to a private group for about $245 million. Chris Berg: Walk us through that process a bit, if you don't mind — because right now you're talking to operators who may or may not be looking for an exit, but they obviously want to increase their NOI. As you were building out this portfolio, what were the key things you focused on as an operator? And how did you set it up to say, "Let's package this together and get a nice premium on the cap rate"? Brett Henry: I think the first thing is: I've always spent a lot of time in the individual revenue lines of our properties. Not "should this site do $1.25?" — that depends on your unit mix, your offerings, what's inside, what's outside, your average size. Not every site's the same. We've always taken the approach of dropping our entire rent roll into Excel, sorting it, drafting charts of where the opportunity is, what our competitors are doing, what we think we can raise over time. It was never about listening to somebody tell me, "This is a $2 market." I don't know what that means. If you have all 10-by-30s, you're not going to get the same rate as someone whose average size is 50 square feet. So — really being involved in the day-to-day. To this day, 25 years later, I'm still very involved in the revenue at Trojan Storage. I still compile all the rent rolls with my groups, and we go through every line item, every month. That's what allowed us to address: first, what's the operator doing wrong? Where are they making their mistake? We bought one in the San Fernando Valley in 2010 — it was on the 5 freeway, but the freeway trees covered the signage, covered the building. I know it sounds crazy: we went to Caltrans, got a permit, paid $10,000 bucks to cut the trees down — and the occupancy went from 75 to 85 in a month. All of a sudden everyone knew we were there. We were in this little neighborhood, hard to get to, but on the freeway. That was a property where we identified that the occupancy problem was just ownership — they had no idea what they were doing. They didn't have a real website. Back in 2010, we used Craigslist to advertise storage units, right? It was free; it just took your manager posting every day. So we would always identify what we thought they were doing wrong and why they weren't achieving market rents. And sometimes, by the way, it was just that they didn't care. We bought a site in Colorado Springs in 2013, and the owners had never learned how to raise their prices in their software. They'd had it for 10 years and were charging the same 50 cents a foot when I bought it. Now, they were 99% occupied — but they literally never gave a rent increase in 10 years and never even put their market rate up. When you find an opportunity like that, your biggest question is: what can I do with it? It's not unlimited — I can't charge $3 a foot. But if I can take something doing 50 cents and turn it into a buck-thirty, buck-forty — you've really increased the net income, and therefore the EBITDA, and the value. That's what we went after in the first phase of Trojan Storage: really value-add properties. Occasionally we'd add a building, take land that wasn't being utilized well. But our money was always made on the buy — on understanding what their operational problems were and how we could fix them. And we've never really targeted what we call "bond deals," where something's 98% occupied at market rents. That's just not for us. We want to add value. Chris Berg: Thad, one more question and I'll give you the floor, my friend. You talk about diving into these Excel docs and the revenue piece — did you just discover you're sort of a Rain Man with Excel, or is it something you really had to work at? Brett Henry: You know, I always joke that I can barely read — but numbers have always made sense to me. I can read through numbers and remember them pretty well. But I think the biggest thing is trying to find the puzzle piece of what makes sense and what doesn't. The interesting thing about numbers is that people sometimes skip through them really quickly and just pull out pieces. I've always told people: you've got to read the whole report, even if it's numbers. Because the more you read it, the more you adjust it, the more you learn it — you get to a place where you can say, "I know my Burbank site's at 95%. I know I'm making $3.49 a foot. I know Commerce is at $2.06 a foot at 88%." Because you're into it all the time, you're not going to your reports to find stuff — you're living it. And when you live things, you remember them. That's why I tell people: with numbers specifically, if you don't dive into them consistently, you're always starting over. Living in those numbers has always been very helpful for me. Thaddeus Campbell: That is — I'm so interested in this. You talked about wanting to be a developer at the beginning and realizing you were an operations person. We had a conversation off camera about how valuable that operational knowledge becomes. As somebody who's trying to find sites that work for development — without the rent rolls you have access to, you said it: we're always kind of guessing. How valuable has the time you've spent in your Excel spreadsheets and your rent rolls — with the 50,000 units Trojan Storage has — been when it comes time to make multi-million-dollar decisions on potential development deals? Brett Henry: It's everything. Because you see phases in storage, like everything — rates change, strategies change. And at the end of the day, just because someone's offering a 10x10 at some price on their website, and some developer finds it and says, "This guy's doing $2 a foot there, so I'm going to do that" — that's not reality. The reality is each building operates a lot differently. When you get to look at your own stuff over time — see how it changes, how it grows — it makes you more effective, because you're no longer looking at what Extra Space and Public Storage, who change rates all the time, or the site around the corner, are doing. You're looking at assets you own that you've watched grow over six or seven years. These sites are not homogeneous. A site in North Hollywood is very different from a site in Calabasas, or Camarillo, or San Jose — where the customers come from, how they value things, what they're looking for. For us, the most successful developments we've done have been in areas we've operated in for 10 years — because you aren't guessing. When someone brings me a project and says, "This site in this tertiary area of Washington is going to make $1.80 because this guy's asking that," I usually look at them and say, "I think you're going to have a problem." Fundamentally, I think there are a lot of buildings in Las Vegas right now for sale as COs, in lease-up, that are in real trouble — because people took little snippets of 2021–22 and said, "Oh, Vegas is a $3-a-foot market." It's just not. There may be little pockets that do really well, but if your data set is very uninformed web asking rates — or even sometimes what you pull through Radius — that's not living it. That's not showing you what your customer base has actually done. And I think that's why outside groups sometimes have problems: they're guessing in development. Chris Berg: Brett, this is fascinating. You went to USC, born and raised in SoCal, so you know this area really, really well. But your portfolio now — I know you've got some assets in New Jersey, and you just recently acquired one in Arizona. What was it about those assets — again, not being in an area where you've been around for 10 years? Did you just have such margin of safety that you felt good pulling the trigger? What made you say, "We're comfortable — let's deploy some capital here"? Brett Henry: I think it's comfortability of basis. For us, a lot of the money is made on the buy, right? The site I bought in Phoenix — we bought at $128 a foot. I couldn't build it at that. So we looked and said, "What's the risk-reward here?" The risk is I don't do that much better and I make a little bit of money. But I think we're at a low point in storage. I thought this year was pretty good, relatively; I think the next few years will start to normalize with demand. And we thought the opportunity cost on that building was great, because we bought it for $3 million less than the owners had paid. Looking at other projects, like the New Jersey ones — those were a little more challenging for us, but again, our basis was so low, because we built them, that we felt okay. We always go through and say: what's the best case? What's the worst case? And so far we've never really been wrong on, "As long as I can do this amount, I'm going to be okay." Then, if I hit my best case or my middle case — am I doing really well? That's how we look at it: opportunity cost. Which is why — I know it sounds crazy — we'll actually develop into markets as long as our basis is going to be reasonable, and we don't think we'll be underwater in bad times. Chris Berg: You've kind of answered this — go ahead, Thad, you have something. Thaddeus Campbell: You've kind of answered this, Brett, but I think a lot of us in development are looking for some hope, because it's been a rough couple of years. You just said you're buried in these numbers and you feel pretty good. Nick Walker from CBRE said, "I think the low was October of 2024." Do you concur? Because you're eating, breathing, and sleeping these numbers — do you think we're starting to be back on the rise, or is there still some hesitation? Brett Henry: No — I think Nick's right. When I look at — we plot out every single unit, and we just did this exercise for our budgeting. When I look at the charts of our 10x10s, our 5x10s, and our 10x20s, you obviously see this real high point in '21–'22, and then you see it start to tick down as you've been renting units. The middle of this year, we started to see rates back toward 2021–2022 levels. Now, that's probably 80% of our sites — we still have some sites in lease-up, or in areas that are still a little impacted. But the protection of some of our sites in Los Angeles and San Jose — where demand is strong and populations are six, seven, eight hundred thousand within five miles — insulates you a little bit. But I agree. I think I'll have five or six percent same-store revenue growth this year. I think it'll be better next year. And by the way — October was a fantastic month, and I heard that from a lot of different operators. I don't think home sales are the be-all-end-all for us, but you're going to start to see that move again — people are going to start moving again; you can't just stay put forever. So yeah — I completely agree with Nick that October of '24 was the worst. Chris Berg: So you've been in operations for quite some time, and at one point you said, "I think I can do this better" — and you go and essentially buy QuikStor. What were the major pain points as an operator that made you go — and I think this is public — spend millions of dollars on this entity? You're making a major investment rather than saying, "Life's good, I just sold a portfolio for $245 million." What was the pain that said, "I've got to go do this — I know I can do it better, and I'm willing to spend capital to do it"? Brett Henry: You know, the good part about painful times is that they make you reflect on the challenges you're having. If everything is good all the time, you don't learn any lessons. COVID — sitting at home and watching our operations team struggle because of all the antiquated ways we were doing things — managers going down to the post office to mail lien letters, the grind of everything we were doing, people sitting around in an office just hoping someone comes in to rent a unit — that really made us face that we needed to evolve, or we were going to be swallowed up by the REITs and everybody who got bigger. The challenge became the pain points of my managers, my revenue staff, my operations people: watching them click buttons and wait 30 seconds for the next page to load. Watching people pull reports for 45 minutes to an hour and a half — and then having them just fail. Those things made us realize we were spending all this time working through a system that had all these band-aids and workarounds just to make the job work — and everyone accepted it. We have a CTO who's built and sold technology companies and had been working with us for a while, and we started thinking we needed to build our own software — just for us, candidly. Dennis Levitt, who owned QuikStor — he's still a partner — we'd used their desktop version for 15 years before the sale, and it was really best in the business: fast, reliable. He reached out and said, "I'm ready to take a smaller role, and I'd like to see QuikStor move forward." We spent a while talking about how to leverage their reliability and their thinking, and put it into a truly decentralized architecture — so we could have fast, reliable reports, but also a system we could learn and grow with as we changed our operations to a much more automated model. Chris Berg: How many assets are you running on QuikStor right now within Trojan, and what's been the biggest benefit for you and your business? Brett Henry: We fully launched QuikStor into three sites about 14 months ago, and then in April–May we brought everybody else on. So all 54 of my sites are on it now — which, by the way, is my biggest asset. John and I use no institutional capital. We've never used any private equity money — we don't need it. We've invested four or five million bucks of our own money into QuikStor to make this work. The biggest value for us — it's like the first self-storage facility I built: when I was done with it, I realized all the mistakes I'd made. The challenge with anything you build is you start to say, "This is backwards. This automation doesn't make sense to me. I want to do it this way." And we were never going to get that help from any other software company. The one we were using — which has become this big private equity thing — in some ways they're going backwards. They're no longer giving you live-action reports; you have to print yesterday's report. If you want an occupancy report, you need yesterday's management summary — in 2025! You can't get live data out of the biggest software that exists. We knew that if we couldn't control the development path, we couldn't start truly automating the delinquency process, centralizing our call center, centralizing our operations — no longer having one manager sitting and waiting, hoping someone comes in or calls. We want to centralize operations, make it so customers can do everything — I mean, kiosks and such have value, but people's phones do everything they need. We've invested millions of dollars in Nokē. We've done lots of OpenTech locks. We've tried all kinds of technologies that are starting to be successful for us. It's one thing to unman a 15,000-foot storage facility. But when you unman a 90,000-foot self-storage facility that's making $3.50 a foot, you're starting to really find success. And you can't unman it if you're not staying at high occupancy and high rates. QuikStor has given us lightning-fast reports. It's allowed us to re-examine how we do auctions, how we do all the daily tasks that take our people lots of time. That's been the biggest benefit to Trojan — including my operations people, who, when they look at our revenue, pull directly from QuikStor and can do it in six seconds, not four hours. And for the things we want to build — pricing and beyond — it's allowing us to ingest AI in a true way. Not just ChatGPT stuff, but letting AI make correlations we might not think about. Like pricing: if you have a customer who comes to you ten times a month and lives a mile away, is he less price-sensitive than the customer who comes three times a month but lives six miles away — and maybe has different choices? We want to start using that to correlate what's actually happening. And we're just at the beginning of this journey. As we onboard operators — we've got a couple hundred using QuikStor, and we're really going to start onboarding the bigger clients, the 20-, 30-, 40-site operators, in the first quarter — they're going to see a massive benefit. Because my whole desire with this is my properties: how can I make them more efficient, more valuable, run better, with fewer employees — all the things we want. And we're all aligned on that. We're just not a software company — we're a storage company. Chris Berg: So let's say I'm watching this and I own 20 assets. Speak directly to me: why would I want to transfer all my assets onto QuikStor? What's going to happen to my business? Brett Henry: The first thing that's going to happen is you're going to get a scalable solution that gives you the information you need — quick, fast. Your people are going to be able to actually use it. You're going to start to see automations that are meaningful. A quick example: with 54 sites, when we want to make a change to our lease for California, we used to have to go into every single site database individually and make that change. In QuikStor, we've made it so you load the California lease once, have it populate the information for each site you want — and you're done, instantly. You have control. You're not worried that someone didn't update one of the leases, or keeping a checklist just to update leases. Same thing with discounts. Same thing with — we were joking earlier that there's always a customer, known in the industry, who moves in, never pays you, stays 16 months, and it's a big legal fight. Our database is searchable across Trojan Storage: I can put your name in and see if you're renting at any of my 54 locations. If there's a bad renter we don't want in LA, we can flag them in our system today so no one rents to them — not call up 12 locations saying, "By the way, don't rent to Chris Berg." Our supervisors can go in and make changes at the corporate level; they don't have to open all these individual sites. That's the framework. And as it grows — when we release our auction manager in the first quarter... talk about trial and error: my internal operations team said, "Here are the challenges we have, here are all the letters we're printing, here are all the steps — we have to post this auction ad, we have to do this." Our developers said, "Okay, great — let's go through each of those steps. When do you want to contact people? When do you want to send emails? How do you want to do the liens?" California has this ridiculous rule that if you send an auction letter by email, you have to prove they opened it. Well, our system is going to do three or four different things to try to prove that. If we can prove it, we just email it — saving the certificate of mailing, which we send thousands of at $3 apiece. And if we can't prove it, the system knows: okay, now print the lien letter and move on. The goal is — listen, someone's still got to inventory the space; my system can't do that step. But my system can do everything else, right away, at a corporate level — so people can spend their time on revenue, not on how we evict people. Those are the pain points for an operator — especially the guys with 30, 40, 50 sites. It's not individual little programs you're constantly going in and out of. It's one big program. Chris Berg: The thing that really jumped out to me when we spoke earlier this week — I'm going to call it the network effect; if you've got a better name, great. If I bring my assets onto QuikStor, I'm not just benefiting from my own 20 or 50 assets — I'm benefiting from every asset on QuikStor, because of the machine-learning algorithms you've got in the system. Help draw that out, so I can go, "Wow, that's a great leverage tool for my assets." Brett Henry: I think there are all these little things people say in storage — "it takes 36 months to lease up a new building," all these rules of thumb we use. But what's the truth of it? How long do your customers really last? How long do they stay? Who has the highest correlation with price sensitivity? At what point do you have groups where you say, "This is someone I can keep giving rent increases to," and "this is someone I can't"? And on the flip side — we're now looking at some of our buildings and saying, listen, we can't afford to have certain customers anymore. They're paying such a low rate that we have to make them decide: either pay what we think is market, or we refill the unit with someone who will. The beauty is, as the system starts finding these correlations for us, we can give you real data about your site: "Listen, this is a product where you've got much longer stays and people are less sensitive to increases." And by the way, we want you factoring in auto-debits, where they live, how far away they are, whether they're in a house or an apartment. Let's take real data and correlate it for each site, to serve whatever your goal is. Listen — I know operators who tell me, "Brett, I'm super happy if I get 4% a year. I don't want to grind my customers. I want to stay 97% full with 4% increases." Okay, great — do that. And then there are some of us who joke: I'd rather have 40% growth in year one and 1% for the next three years than spread that 40% over six years — I'd rather have all the cash now. Everyone wants to operate differently. Our goal is to give you real data and real insights into your product so you can make decisions the way you want to make them — without spending hours and hours waiting for reports to load. Chris Berg: I'm intrigued — and you can tell I'm taking a lot of the floor. So the floor is yours, my friend. Thaddeus Campbell: The one question I wanted to ask — you mentioned Extra Space and Public earlier, and we've seen the velocity of consolidation in storage. I got into the industry in 2021 — just over four years — and it's been amazing to see how quickly, if it's not Public Storage and Extra Space, it's massive private equity groups buying 50, 60, 80, 100 stores at a time. How important is it now for operators to have the ability to really be at the forefront — and how is QuikStor answering that? Brett Henry: It's such a fascinating question. You sit there and say, "I can't compete with the REITs anymore." In some ways — the growth of Extra Space has obviously been phenomenal, but you can see some of the disjointedness in what's going on, even in the pricing strategies that none of us really like. You need real data at your fingertips to compete with those guys. You've got to know where your pain points are, understand where your customers are coming from, how long they're staying. You need managers that are efficient, customers who can easily pay their rent and easily rent units. And I don't think the solution is going to be two or three big REITs running 50,000 storage facilities — I just don't think that's realistic. I think you're actually seeing some of the damage of everyone rushing their developments into those third-party platforms thinking they'll be the best. Because I'll tell you — if I'm Extra Space, and I don't know this for sure, I would think they're spending more time worried about the sites they own than the sites they manage. I just think that's human nature. So I think you're going to see more groups — we don't do a lot of third-party management, but US Storage does a great job; Drew Hogan's company, and Charles — they do a really good job running self-storage facilities. StorQuest does a good job. You're going to see more regional guys come in who have expertise in their area, who understand the customers and understand basis — rather than just some big REIT passing through. And if you're going to compete with them, you'd better know what it's costing you to acquire customers. That's been big for us — Trojan Storage's marketing is handled by Go Local, and we've been working with them a lot over the last year and a half on the funnel. When someone clicks an ad, I don't want them getting lost in my software — I want transparency. And it's funny — you'd think a marketing company would just say, "We delivered this many clicks; pay us." But Go Local said, "We agree with you — we want to find where they're dropping off, how far they're getting, why they're dropping off. Can we find differences by pricing? Can we tell you the standard click-through-to-rental ratio is 5%, but this property is doing 2% — and here's what we think the problems are?" So: if you don't run your properties every day, and you don't have the data and the ability, then go to third-party management with the REITs and let them do it. But I don't think that's the solution. I think we're better off — like the rent control bill here in California: people can say whatever they want about it, but the practice of renting units at $60 and giving people $50 rent increases every four months factored into it. I don't care what anybody says. I think we want better opportunity, more innovation, and more competition. And that's why we're doing this. Thaddeus Campbell: That's also why we wanted you to join us — and we're obviously ecstatic that QuikStor has agreed to be the title sponsor of the Self Storage Report. On a fundamental level — and we talked about this when I had you on the Stories Behind the Door podcast almost a year ago — the thesis behind why you're doing this makes a ton of sense for what's going on in storage right now. So we're really excited you've agreed to be a part of this. We put this logo up just for you: the Trojan Storage facility with the QuikStor logo over it. If you're watching and you want more information on QuikStor, go to the link there at quikstor.com. Brett Henry has an amazing team behind him as well — he might not be the person who answers your query, but he's got a great group of folks behind the scenes. Really looking forward, Brett, to seeing where this journey goes. I know you've been using this almost exclusively in-house for the last year, working the kinks out, building something I like to refer to as the Italian supercar of storage management software — something that, under the hood, is performing at a really high level. Looking forward to it getting out to other industry operators as well. Brett Henry: Appreciate that very, very much. Chris Berg: So Brett, I want to give you the last word — anything else you want to add or share that we haven't asked you about? Brett Henry: No — I think, for us: the beauty of self storage 10 years ago was everyone really moving things forward, being innovative, not being stuck in the corner of one group. And I think with Storable and the REITs and some other things, it feels like there's been this big consolidation of power into a few groups. I think we're starting to see the turning point of that. We're seeing other software coming out; we're seeing other managers really building a better base of regional operators. I'm excited to see storage go back to core competition and innovation over the next five or ten years — and less of the other. So — I appreciate the time with you guys, and I look forward to moving this forward. Chris Berg: Brett, we normally don't do this, but you added so much value today, I'm going to do it anyway — and we'll see how Thad responds. The question is: what was your greatest takeaway from today? I'll share first. Brett, thank you — because you talking about "I'm in these rent rolls every day" speaks to the detail it takes to have massive success in an industry: paying attention to those details, and the consistency. You doing that every day — it compounds, just like a great stock or the great assets you own. It really hits home with what I'm working on as a human being every day, to get better. Hearing you talk about it reminds me: every day, compound consistency, and you're going to get better. That was my biggest takeaway. Thaddeus — there was so much good content — what about you? Thaddeus Campbell: I go back to a book — "Ready, Fire, Aim," I think it was — that said: inch wide, mile deep. And when you listen to Brett, that's what you get: be really, really, really good at one aspect of it. Interestingly, this is something from my martial arts career too: do one kick 10,000 times; don't do 10,000 kicks one time. That theory comes out over and over again. And who better to get your operating software from than the guy who really understands, operationally, what the important information is? That was by far my biggest takeaway. Chris Berg: So thank you, Brett — man, appreciate you. Again, check them out: quikstor.com. I'm Chris Berg, that is Thaddeus Campbell, Brett Henry. Have a blessed day — we'll see you back here next week. — END OF TRANSCRIPT —