 Now, in today's interview, we feature a coach that lives in the UK. His name is Joe Dixon and what I'm going to do is below this video, I'm going to link over to all of his social media and his business so you can kind of follow him there and connect with him if you want. And Joe is a private soccer trainer that lives in the UK and he's being interviewed by Leonardo Caparelli. I've worked with Leo for the past four years now at this point. Leo also lives in the UK and Leo deals with a lot of the coaches that live over in the UK that have successful businesses and this is a great interview. I highly recommend this, whether you're in soccer or basketball or really any other sport. This is a very high quality interview. I watched it at this point two times and I really recommend watching this all the way through. If you're thinking about starting a training business in the UK, take me up on this. There's a link right below the video and that's going to set you up with a call with Leo. Leo would love to chat with you if you're thinking about starting a soccer training business in the UK. I deal with everyone that lives in the US and anyone who lives in the UK will go through Leo. So if you want to set up a chat with him, it's a free call. All you need to do is tap the link right below in the description to set that up. Go ahead, enjoy this interview. I know you will and I think you're going to get a lot out of it. Thanks so much and I'll see you soon. All content's good content. All good, yeah. The better the better the better, the more you have the better. All right, so Joe, tell us about how you started your coaching journey and how you got into business. I would say I've always had a playing background in sport. I've always played sports and I always wanted to seek that. I think the only thing that I knew growing up was playing football, playing sports. And that led to me playing for clubs. And then obviously I had an injury when I was younger, which kind of made me question what I wanted to do apart from playing. And that's why I went into coaching. It's funny because I actually did an engineering course and then I changed to sports and then that's when I discovered my love for coaching. I've coached at various academies, Bradford City, Sheppield United. But I think because I started so young, I kind of felt and because of my playing commitments, I played quite a high level here in England, which meant kind of like restricted to what I could do with my free time. And I wanted to explore the world, which when I actually went over to Canada, so I lived in Canada for about a year. And I was playing over there, I was coaching over there. And that's where the idea came from. There was a real gap for additional training. Where could players go and receive extra training without any commitment, playing commitments or contracts. And that's kind of where we, that's where the idea came from during months, months. Aside of just a bit of money side hustle kind of thing. Just, you know, we have free time just to help the football players out. You know, a bit of money on the side to pay for maybe my petrol for the week or, you know, to go out for a meal. That was kind of like the mindset being that I had then. But over in Canada, because I was an English guy, and because of my background in the game, they kind of like snapped my hands off it. And, you know, I was getting clients all the time. I really liked it because you had that personal interaction. You got to know the player. You really built up a relationship with them that you really want to tell them. And then after a year, my visa ran out. So I came back over here to England. And I carried on playing over here. My playing background is because I'm hard of hearing. So I'm actually deaf in one ear. So I play for, I play international football. So I play for England and Great Britain, deaf men's teams, which means I'm away a lot. I'm trying to St George's Park, you know, so I've got a bit of a profile about me. And I came back here and then the pandemic happened. And I had a job. Obviously we were furloughed. And then I remember the restrictions saying it still do one to once. And I was like, you know what? Let's just try here. So I made a post. I posted it on Facebook. I was like, does anyone want to once once in a field with a, you know, level two coach, playing experience, England, GB. And, you know, I got a lot of requests. And, you know, it just started off from doing five or six clients. In a field. And then it went to, and then I was probably booked out. And then that's when it started becoming the business sense. It was like, how can I make more money from this? Now this is actually getting serious. People actually want me. I'm in demand. And I start and YouTube, you know, watching videos. It's funny because I actually looked on your YouTube channel and I could see I've watched a few of your videos before. And I was like, you know, I watched your videos on your YouTube channel. And I could see I've watched a few of your videos before because I've previously watched, previously watched. So I watched your videos, you know, two, three years ago when the pandemic happened. So passive income was, Steins, coming to play. I knew a couple of coaches because of my background and they were again fair though as well. So I bought them on board and then I joined the pandemic. I had this field near me and that we were doing like 30, 40 sessions a day. 40 players and there was like five coaches. And they loved what we did because it was intense. It was, it was repetitive. I think I never really thought about it much then about what the future was because I just bought pandemic and I was going back to my job because I was coaching and I should have denied. But towards the end of the pandemic, I think parents and players started asking, what are you doing when, you know, we go back to normal. Like what are your plans, you know, where can I still do training? And then that's when I started to think about the business. That's when I started to think about how can we make a model that could work. And that kind of gets, I guess that answers your question is that's where the company YP was founded and created as a brand. And not only just represents me being a coach, who also plays for England and Great Britain, but now when we post the abilities of our programs, it's a brand. People come to us wanting to be trained by YP, rather than coming to us to be trained by Joe Dixon or by a various coach. And that's where we are now, I guess. Awesome. That's really cool. So tell us a bit about, so what do you guys specialise in? What type of training is it at the moment? So, again, going back to what I previously stated was there was no additional training for players. And the biggest thing that we saw was it was technical training. For me, where the game is going and where the game is now, every player on the page has to be able to win a 1v1. Every player needs to have the skill to beat players, get out of tricky situations. Every player needs to have a good quality touch and be able to play the ball much faster because the game is so much quicker these days. So our idea is technical training. Make players, no matter what position they are, be able to reach both feet, be able to be comfortable on the ball, be able to do things. And that's why we've developed that really high emphasis of intensity, repetitive training, where players are getting thousands of touches on the ball. And that kind of evolves rather than the identity of becoming the best version of yourself so that mentality where you want to constantly get bare every day on and off the pitch. And that's how we've created that brand as well. So to give you a couple of examples, we just run weekly sessions. We have five phases. Phase one is pre-academy. So that's for players under the age of eight. Just the fundamentals, you know, like a morning session, foremastery, all that loads of games. And then we have game development. That's from 8 to 12. Those are just playing small-sided games, getting more comfortable within the game, how the game's played, you know, about defending, attacking, transitions, all that kind of stuff. And then phase three is our PDP. Now, this is where things start getting a bit more serious. This is player development program. This is for players who are probably on the borderline of getting into academy. So it's small-sided groups, really intense. So it's only 12 players for two coaches. So, you know, a lot of your own work, a lot of partner work, a lot of 1v1s, 2v2s, a lot of repetitions. We have a lot of success in that. I think we've had about, we've only been running there for two years. We've already had about 15 or 16 players signed for academies from that program. So we're really proud of that. But the emphasis of our program is really to make them a better player slash person, you know, taking accountability for their training, taking accountability for their actions, all that kind of stuff. So that's where we've kind of developed a more well-rounded program that we're helping them with their education or whatever decisions they want to make. And then phase four and five, it's just like the elite stuff. So like 1v1s, match analysis, scholarship, matches, training, all that kind of stuff. So we've kind of like really developed a whole curriculum. Yeah, yeah, love that. So how did you find, because with a lot of coaches we work with, at the beginning they want to specialize in one-on-one, so one-on-one. Now an obstacle they come across is that if they want to scale their business doing one-to-ones, you can only do one-to-ones a certain amount of time during the week. So how did you find the transition from one-to-one into groups? Was there a fear that if you were to go into groups, you would lose clients? Yeah, or was it just the smooth? I think we, I made the promise that the intensity would still be there, the rep's decision would still be there and I think doing a small group, sorry, 12 players and two coaches on a quarter pitch, so a seven-to-side, a five-side slash a seven-to-side pitch, tells parents that they're the main focus, they're intense. A lot of the drills that we do is almost like as if when they're in pairs I would be the coach and I would be the player on a one-to-one, but in a group session it's two players. So they're taking responsibility, they're taking the accountability so one player would be the coach, they'll be the feeder, they'll be the pusher, they'll be the intensity person or the other player does it and then they swap it in sets. And that's how we've done it, so we've kind of like developed the model where players become coaches. They become the feeders and that's how we can still emphasise that one-on-one kind of experience throughout those sessions. There was a fear about it, but I think because players kept asking us, parents kept asking us, it was kind of like the support was there, they wanted to carry on with us and so we signed on to Sunbase, cheaper, you know, weird venues and then after six, seven months we managed to move to 4G, more standard elite venues, pay a little bit more, because parents were willing to pay more, expand on sessions and I literally took, whenever a pitch came free, I took it, I didn't care what hour it was or what day of the week I took it and I just made it work for myself in terms of scaling it and with a team, I've had the same teams since the start and I think they've kind of, because I made it a brand rather than maybe, commonly Joe Dixon's one-to-one, Joe Dixon's coaching, I made it a brand, they feel like they equally have a right to play in it rather than just supporting the main act and I think that's why they've helped, they've brought into it, they've won their own sessions now, I'm not every session, I'm doing my own stuff, there's people doing their own things as well and again, it's just finding the right coaches that you can trust, that's the hardest part and training them right and I think that's probably one of the most difficult things that people find in scaling is trusting other coaches but training them properly. Yeah, I completely agree with you. So this goes on to my, now you mentioned it briefly but this goes on to my next question. So what has been the biggest obstacle you've faced since starting your business? The biggest obstacle because of our sessions, we use a lot of equipment. So poles, pounds, balls, target nets, small nets, bazookas, all that kind of stuff, there's been transport of equipment so I have a bun. So that's been one of the biggest issues, there's been accessibility to equipment everywhere but if you, because we're based in one area and what venue it really helps, I mean, that's been the biggest issue and the biggest challenge and the other biggest challenge has been expanding now. There's only a certain amount of pitch space you can get. So it becomes a barrier to constantly buying new revenues. You know, you've got a waiting list you have to, we have waiting lists of 100 players. We're trying to constantly keep making sure those players aren't waiting for long because if they're waiting for more than I'd say two, three weeks they go and find somewhere else. So it's always, you know, trying to meet the demand but it's also making sure that it's accessible and affordable. You know, we don't want to be whipping people off. We don't want to be, you know, we want to make it accessible to as many people. I think with the other challenges being the cost of pitches. So I think, you know, to answer your question in terms, if I was a one-to-one coach, how can I scale my business? What's the biggest challenge I face? It is finding a pitch where I can move one-to-ones. So say, for example, a pitch costs between £14.50 for an hour and you want to make money on that as a one-to-one coach you can't charge them 50 quid for a one-to-one. Like, very rare, very few people are going to pay that. So it's making relationships, it's finding the right venues who are willing to, you know, who maybe see long-term commitments that are willing to drop the prices and then find the right pitch space that you can then get two or three sessions on. So then you can start talking about business models where every hour I'm making X and Y instead of, you know, breaking bank, you know, you know, in even money. So that's the biggest the biggest challenge I've ever seen. Okay, awesome. So how do you guys charge clients in the sense that do they pay by is it cash in hand or is it all online? How is it? So depending on the phases that you're in, we phase, so pre-academy and game development or monthly, depending on number of sessions, so say for example, there's four sessions in a month, it's eight pounds a month, it's eight pounds per session, so that's 32 pounds, paying in advance. But if you know you can't attend a session that month, let us know and deduct eight pounds. So that shows that we're not having a set fee, we're not trying to take money off them, we're being fair and honest but if they tell us, within 24 hours, they can't attend a session, they don't get any money back. Okay. If it's a medical emergency or anything like that, we then roll it over. So we're just being a fair company, we're not trying to take people's money and people respect that a lot. If it's phase three, which is PDP because it has a lot more benefits in it and a lot more, many more perks in it, because players are getting a lot more out of it, it's a subscription fee or a, you know, instalments, so you can pay over time, but if you pay over time and say if you pay a year, you're saving about 100 pounds. If you're paying two instalments, you're paying 50 quid. So it depends on which phase they're on because I think the older they are, the more detailed or more focused the programme is, the more commitment you need for them to get more out of it, if that makes sense. Yeah. Awesome. So something we teach our coaches in our programme to do is to try and shift away from the cash in hand just because it's unpredictable what you're going to be earning each month and also you allow the client a little bit more control of your business. Yes. So when you started, did you start cash in hand and did you make a transition or how did that work? So during the pandemic when we were doing fields, it was just cash in hand just because we were all small business. My bank transfer basically and I just had it in my account as a sole trader. I did all my tax returns and everything like that. I just kept doing it like that. But as soon as we went into paying for pitches and paying for more things, that's when we just got a lot stricter. We just went all online. Yeah. Now the other thing that we do now is for one-to-ones, we then just accept one-off bookings. Very rarely do we accept one-off bookings because we feel like what is the point of someone coming for one session and then never coming again. You're never going to learn anything. You're not going to learn much. So what we do now is for our one-to-ones is you have to we do it in six-week blocks. So what I do is every six weeks or probably like the week before we go into a new block is I send all the days out to all the clients that have bookings with us the previous block. The previous block because I want those ones because I want to keep helping those ones. I want them to get to the level that they're happy with. So for example, I would be like, Thursday, the 5th, Thursday, the 12th, blah, blah, blah, blah. What times do you want? They send it back. They booked five sessions out of the six weeks. This is how much it is and they just pay it all up front. I usually offer them a 20-pound discount on it. It's good for me because I know they're coming. It's good for them because they've got it in their diary. They can plan their time around it. And I would probably tell you to be honest with you within about an hour of sending all them block those sessions out in that block were booked up. Yeah. And that's with three or four coaches. Yeah. Very... And then if you only drop out because they're regulars, I'm usually quite nice. I'm like, yeah, no worries. We'll just move on to the next block. I just put it on Instagram and it's gone in 10 minutes for a last cancellation. And that's how we do it because we want to be working with the same players. So a little thing that I use to... A little saying that I need to explain to players your parents are inquiring is we're hard to get in with but once we're in, we're loyal to you. We'll always put you first and that's what we say. Yeah. Love that. Love that. That's awesome. Cool. So you that have been... You know, you're currently in the game, shall we say? Yeah. You've got your business going. Where do you see private coaching going in the UK in the next three to five years? I think first of all, there's too many teams in this country. So there's too many teams. There's a massive demand, there's demand for players but I think there is not enough additional training out there. Private training is the way forward because the standard of the game is going up all the time. Now we specialize in women's. I would say 60% of our players are female players. Now, you probably know where the game is going for the women's game. The standard of it is growing up and up. Girls want to get better than boys. You know, they're pushing each other and that's where we're massively growing. For the next four or five years, I think it's going to continue going up. But I think those coaches who are trying to do it individually by their own name are not going to be successful because they're not going to be able to scale to a... They'll still be successful. They'll still get clients. They'll still get them. But I think in order to be able to make passive income or make it a really good business model, they have to make it a brand. They have to make it something that other coaches can relate to. And I think that's why we've been successful because I've never tried to change a coach's personality or a coach's way. I've only just said you need to follow these few things. And if you follow these things in your sessions based around it, I'm happy because at the end of the day, the player is coming back because of you, not me. And that's the only advice I'll probably give to anybody thinking about a coaching company is don't make it about you. Make it as a brand. Make it a brand, yeah. Yeah, awesome. I like that. So if there's a coach out there in the UK that is watching this this video, this interview and he's currently doing it part-time but has that hunger that desire to do it full-time what's a few things that you can recommend to him or her? Engage with the businesses. So daytime stuff. One of my other main coach if you want to say my second command, he doesn't have any essentially in the company or anything. I just call him the next time. He has his own business in education. So he's talking P programs after school programs scholarship programs, all that kind of stuff. We play a part in that. So that's how we do it full-time. So we have that daytime covered. I think if you want to grow your evening stuff you need to try and get into a couple of schools even if it's after school clubs even if it's a breakfast club or lunchtime club. If you can get in there you've got an opportunity of getting 20, 30 kids who want to play football. And I think that's where you can start making it full-time because then you just start making there's not much money in the daytime but if you go into a school that's five or 10 kids that could be coming to your evening stuff and that's when you can make your money. So I think you have to start thinking about how can I use my daytime to pay for my evenings to make more money in the evenings rather than thinking how can I make money in the day? So we think about how do you use the daytime to make more money in the evening? Where do we find the clients? Where do we find the players? Where do we find me? The people talk about us. Love that. Love that. Awesome. All right, Jo. Let's take you back to the start then. So when you first started talk to us a bit about how you got your first client. Well, first client. So I guess just growing up and friends knew about me in my playing career and what I was doing and I think what I did was I just told my parents my parents knew a few kids or I knew a few friends or kids and I was like, do you want to come along for a session? I think the opportunity was perfect because it was locked down there wasn't much to do and I got a client from down and I was charging I think it was 15 quid. I was thinking like wage like I was like, how much do I get paid on my job? I get paid 15,000 hours. This is charged up and I literally started with a bag of balls and some cones. And you know, I just took them for a couple of you know, an hour session and I was like, do you want to do it again next week? They're like, yeah, no worries. Did it a couple of times. I was like, hey, can I just take a photo with them? Is that okay? Can I post it on Facebook? I made a Facebook page like, is it okay to share it? And then they're like, oh, I've got a phone who's interested. Oh, yeah. Just pass me a number and it grew, and then when I got five clients and then they were telling people because I think I was kind of, I had a few 15 year olds, 16 year olds who were at academies. So they were looking and you know what that age they lie social media. So I needs to get a tripod film a couple of the drills and things like that. And then I'd share it on Instagram and they were like buzzing because they like to share it and their friends and then their friends were like, you know, oh, what's that? So they needs to come down. Any money that I made, I just bought more and more equipment, more and more equipment. And you know, I grew it and grew it and it was organic growth. Like I didn't really, I didn't really like do any Facebook boosts or those social media stuff. It was just organic growth if you can get people talking, people will talk. You don't realize what parents like when parents meet or they do actually talk about what the kids are doing, like what clubs they're going to and things like that. And I think that's been one of our strengths as well. It's just been organic growth. Like we've not tried to buy massive ads out there. But I tell people it's like it's taken two years for us to get here. You know, and I think I don't think it really started from just that first client. It started when I was 18, when I went to university and got my sports coaching degree. When I got my level two, when I started playing football, building up a bit of a profile about me, that all led up to me getting my first client. Like it's not just going to come down just to making a post or making an Instagram account. I think since I was 18, it's all kind of like knocked on effect to each other to then get that first client. Yeah, yeah, absolutely. So how many, how many clients are you currently working with? Are you currently working with at your, your Academy right now? How many do you have? So it's all active. It's all active, 250. I think, and then I think September is going to go up to 300, 350. I think we do camps as well, camps of between 60 and 80 players. If the clients differentiate, you know, we just get clients who just come and do camps. We have clients who just do one-to-ones. We have clients who do, you know, the different phases. Yeah, so it's growing all the time. And I think I think we're, I think the reason why we're growing is we're always willing to adapt. We're always willing to take on feedback. You know, I'm always constantly asking parents, like, is there anything you'd do better? Right, okay, yeah, okay. Is there anything you'd like? Okay, right, let me see. And, you know, we're just trying to meet the demand all the time. We're not really trying to think about five years time. We're just thinking about next week, next month, like, what can we do better for these players next year? What can we do better for these? Well, when thinking about, I think five years time, I need this, I need this, I need that. We're just taking it step by step, really. But yeah, I would never have thought we've got to go from one class to 250 players in two and a half years. That's awesome, awesome. Congrats, congrats. So when a player joins your academy, joins your company, what's the journey they take? So they join with you and what's the end result you're looking to achieve with that player? Okay, so I'll give you two different scenarios. We might have a player who's completely novice to football, so they would go into our pre-academy, just, and, you know, that I might just get them ready before they join a grassroots team. Our idea, Peter, is that they stay alongside us and go into the game developments programme, just to keep constantly building our confidence and our knowledge and understanding of the game. And, you know, they return to their club whenever they feel like they're ready. I think a good thing to say is we're not expecting players to stay with us forever. Our success is if a player comes to us for a couple of weeks or even a couple of months, and then turns around saying, all their parents turn around going, hey, he's learned a few skills, he's got a lot more confidence, you know, he wants to go back and just focus on his club. That's success for us. We've had that kid take a couple of steps. On the other hand, you might get a 12-year-old who comes to us. He goes, hey, he's like in a little bit in his technical element of stuff. Can he come and train with you guys for a bit, you know, just to catch up with maybe the others in his group? We'll be like, yeah, no worries, come to our game development session. This allows us to analyse him. They have a free-taste session there, just to see what he's like, whether he has the right mentality or the right social skills. If he has those kind of like right attributes there and we would let him come to a PDP because that is like elite training mindset. Because we wouldn't want to put a kid who's, you know, maybe doesn't mind losing, maybe has a struggle with handling losing or has, you know, not that mental strength. We wouldn't put him in there because that is a real elite environment. So we just want to make sure, say he excels in those, he really wants to learn, he really has that elite mindset. If you're going to PDP, that's a minimum of three months commitment. What we're finding now is players are just staying on. They're just staying on year after year. They don't want to seem to leave that. And the idea is they just, ideally for me, I just want them to become a better person. I measure success on small steps. So for example, sort of 14 year old, you're the week out in public, I don't remember and shut my hand. I didn't go to him. He came to me with that success. That means he respects me as a coach, he respects me as a person. Are they having success in education in our school? Are they having success in their grass root teams? We're not bothered about whether they make it academy or not, because we know what the percentage is and they know it as well. If they just want to get better, we're happy with that and we'll help them do that. The perfect idea is, and it'll probably be, it'll only happen once or twice if we're lucky, is that our player signs up with us at five, stays with us throughout the whole five phrases and signs a professional contract. We know that will only happen maybe once if we're lucky. But that's the reason why we have the five bases, because it could happen. It could happen. And base five, which is the scholarship program, that's a new thing we're trying to create because we've noticed that we're getting players who are 15 and they're not knowing what to do next and they keep asking us if we're having teams or not. And we're like, no, but at 16, we don't really have any teams. So, you know, we want to kind of carry on the pathway. You know, we don't want to end our work with them. And yeah, that's just, that's just, that's our, probably our idea. That's probably a good explanation of how we do things for it. Awesome. So how many coaches do you currently have? Eight. So, yeah, eight coaches. So five elite technical coaches, they help on PDP and once a month, we then have three coaches who run game development and pre-academy. So they have their more, you know, game more intensive, you know, the small-sided drills, they like, you know, possession, kind of that, you know, spits their personality more. Then maybe the more modern day coach, whereas the elite technical coaches are, they like the one-to-ones, they like that, you know, the attention to detail on players individually. So that's what we have. And, you know, they all have their own jobs. But I think by September, we will be able to make one or two full-time, which will be massive for us because it allows to go into other revenues. But yeah, that's what we've got. We've got eight. And then what we do is, with anyone who's talented, especially, we offer them the opportunity to be assistant coaches. So they can be assistant coaches in our camps, in our one-to-ones. You know, they don't get paid for evening stuff, but we give them, you know, 20 quid of the help on camps, you know, just thinking about motivation. And, you know, that's really useful actually because they kind of know what's going to happen. They kind of know what drills it's going to be. So they really do help, especially with demos. And it's, again, it's just getting that cycle going. Like, can you keep these people in? Can you keep giving them opportunities? Yeah. Yeah. So that actually brings me on to my next question is, how have you found or what tips can you give to coaches that have currently staff on how to manage and deal with with the obstacles or the challenges that come with dealing with and managing people? It's a good example actually because this morning, one of the female coaches who leads the girls game development sessions, she's a student but she plays a high level football. She's in level two. So she's been leading that now for about a year. She messaged me this morning just saying, hey, I'm really sorry, but I'm not going to be able to do weekly sessions anymore. Just due to my placement that I've got because he's trying to become a school teacher. I said, hey, no worries, you know, I completely understand. And I think that's the number one thing you need to realise when you're running a business staff, people have lives outside of football. You have to respect that. You know, there's other commitments and because I have that respect with all my coaches, they all let me know in advance, they all, you know, they all tell me they can't do something and I'm really cool with it, you know, like at the end of the day, if they can't do it, I'll just do it like, I'm not going to get upset about it. So anyway, yes, she said that. So then my next, so the challenge was right. She's going, who's going to replace it? Who's going to lead it? Luckily, I've already got two coaches who've been assisting her who have done a couple of sessions on their own. So I was like, yeah, that's fine. They'll be completely fine on their own. I trust them. I've seen them do it. I've analysed them, I've watched them. But let's just put a safety barrier in just to make sure they're ready for it. So one of my other game development coaches from another venue is going to be supporting them for two free weeks. Just to make sure that they are delivering to the standard, making sure it's right, giving any feedback or if they need to change anything after two free weeks, if they're happy with it, we will then let them to run it. I would then get a 15-year-old into becoming an assisting second-in-command coach. And again, it's just keeping the cycle going. So I would say if you have staff, the three tips I'll give you is understand that they have lives outside of football. Respect that. Number two, trust them. The last been a coach once is constant messages from their boss checking, are you okay for it? Are you doing it? I don't message any of my coaches double-checking. I know they'll message me if they can't make it. And then I think the last one is try and build a team that has similar personalities. Try to keep it like a small team. We've had a coach before who was an amazing coach, but his ego was a bit too much. I think he was a really big bollock sometimes, that kind of stuff. I think it was after six months that I just said to him, I said, I think your time has come to an end with us. I think you think you're a bit bigger than us. I just want to wish you all the best, but I think your time has come. I think it's completely fine with it. He went, yeah, and no worries, I want to be going and trying to get into academy football. So again, just be brave and go beyond this. You have to remember that they are representing you. You have to keep them in line, but you also need to have that balance of they are people. Awesome. That's really some really good advice there. And how do you build that trust though? Because I think that's a lot, like when you're the leader of a program or a company, it's very difficult to trust other people the same way like you trust yourself with the business. How do you build that trust? I would say, well, we know no one does a session on their own for the first joint. We supervise them for three or four weeks. So we see what the standard is. There's always a lead coach that I trust that would always be on the same menu. So they'll be like, they'll be able to look over the shoulder and just make sure if it's okay over there. We have a code of conduct for our parents. And that code of conduct number one stays safe. You're not happy with anything to speak to the head coach, not that coach. So parents know they can be 100% transparent, but they see anything wrong, they just tell us. We never had the case, but I think having that barrier and letting parents know that they can come and contact me straight away kind of makes the coach stand on his toes maybe a little bit and be like, right, he's got spies kind of essential. I'm really thinking he's got spies, but there are people watching, you know, there are people who will and I have parents who, you know, you do get parents who like to talk and put it that way. So I think, you know, knowing that I think the important one is, the reason why it would be successful is I've always had hunted by clutches. So I've always gone after coaches that I've wanted. I've never really publicly advertised it. I've always done it weird of a mouth. So for example, I might hate, you know, any coaches like, you know, we're looking for one here and then one of my coaches will be like, oh yeah, this has got a coach from a couple of years ago, he's really good, you know, we should bring him on board. So that kind of puts a bit of faith in it. So we're kind of taking the trust from the people I already have trust in to put trust in a new person. And I think that's why it's been successful because we've kind of built it together as well. Because I'm always asking for the advice of those coaches that we have. And I think that kind of builds our mutual trust freedom because I trust in their decisions and because I'm taking their opinion on things. They trust me because they know that I, you know, I'm asking for them for their advice. They're going to trust me and we're trying to create this. Cool. Love that. Love that. Awesome. So last question for you. Where do you see your business in the next five years? We have one goal, but we have two goals. Number one is that we want to be the number one training addition provider in Yorkshire. We don't want to scale too big. We want to scale to a size that we can produce the quality week in week out. Number two, we want to have our own warehouse. We want to have an indoor facility or an indoor pitch where we can do sessions throughout the whole week. We can do it in a day. We can do it a weekend. We can host matches. We can rent out to partner clubs. You know, a real training facility for these players to come and train. You know, for example, you know, I would love it if I could have a pro come in. We help pros in preseason, but pros come in having a private session in our gym, and then they do their own stuff, and then they can have a technical session with one of our coaches. And we really want to create an environment where players are coming to improve and develop. But that is the aim that we want to warehouse here. Oh, good. Love that. And well, good luck with that. I can tell from your hunger, your desire that I'm sure you'll get there. We hope, we hope, we hope. We hope. Awesome. So for any coach watching that might want to get in contact with you or follow like your, you know, your academy, your business journey, what's the best way to find you? You just find us on Instagram. It's mypeacademy underline. You know, you find us on there. We're really accessible. You know, we apply to DMs all the time. There's a personal email there as well. If you want to message me if you have any information, you know, we help coach that all the time. You know, if you're nearby, you know, we let coach come and watch us or we can go and help them. And I think that's a really good, I think that's a really good important advice team is don't be afraid to copy anyone. You know, take someone's idea and then implement it in your own way. Football is a game of opinions. So people are not going to like some of the stuff you do. People are going to love some of the stuff you do. And again, that's why we're so respectful to anyone. You know, because we know it's a game of opinions and I think that's one of the, I think that's a really good tip to leave, to leave it honest. Football is a game of opinions. So don't shy away from what you think's done right because someone else will probably think it's wrong. But you know, it doesn't make sense. Like, you know, everyone's going to things, you know, that's, I think that's why we've been successful because we've always respected opinions. Someone wants to leave. Someone leaves. We're happy with that. Someone wants to join us. Someone wants to join us. You know, at the end of the day, there's opinions. Yeah. Awesome. Okay, fantastic. All right. Well, thank you. Thank you, Joe, for your time. No worries. Thank you very much. I've definitely learned a lot from you and I'm sure our viewers will as well. So all the best and hope to connect again. Yeah, definitely. Definitely. Yeah. Thanks so much for watching this interview. Again, if you want to connect with Leo, if you live in the UK and you're thinking about starting or growing your own training company, there's a link right below this video in the description. You click on that and that will take you to a page where you can book a Zoom call with Leo. Thanks so much for watching today and we'll see you on the next interview.