Latest / Chef's PSA Podcast / Food Costs Explained Part 2: The Formula Ep. 56

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Food Costs Explained Part 2: The Formula Ep. 56 · Chef's PSA Podcast

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Hello Chefs, This is Chef's PSA Podcast.
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I'm your host Andre Natara. On today's episode, this is Part
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2 of Understanding Food Cost. Stay tuned.
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So we're going to get right into it.
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Last week was part one of the three-part series on
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understanding food cost. The first thing that we needed
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to do last week was to understand money.
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So last episode we got into the history of money.
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What is money? What makes something money and
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what is the store value? That will help you better
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understand how to look at the different commodities in your
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kitchen and understand where the value is.
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Understand that you're looking at perishable dollar.
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We also went through a mental exercise on how to view your
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cooler as a bank vault, how to view the delivery truck as the
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Brinks truck and how to view everything that you do with the
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food as an exchange of money. So today what we're going to get
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into is we're going to start talking about the different
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formulas that you need as a chef to manage food cost.
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I do get a lot of questions about managing food cost.
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That's why I wanted to do this three-part series.
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And a lot of people think food cost is a very simple formula,
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which it is. Cost divided by sales equals
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your food cost percent. So I said this in the last
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episode. I'll say this again.
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This is the one formula that you're going to need for the
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majority of your career, but not just for food cost, also for
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labor cost, also for controllable expenses.
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Basically anything you're paying money for, you're going to use
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this formula to determine what percentage it is of the total
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revenue. So cost divided by sales equals
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food cost percent, labor cost percent, paper cost percent,
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whatever the case may be. Let's get into some terms that
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are used in business for those of you that may or may not be
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familiar with some of these terms.
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So the first one is understanding the difference
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between gross and net. Now we talk about gross sales.
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We could talk about gross income, basically the difference
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between gross and net. So think about it like this.
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Gross is everything. Net is what you're left with
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after everything that you owe is removed.
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So let's talk about taxes and things like that.
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So if you're looking at your paycheck, your gross income is
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what you get paid and then your net income is what you're left
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with after all your taxes and deductions have been removed.
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The same thing applies in business.
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So gross sales is the money that you've earned and then net sales
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is what you're left with after everything has been removed,
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such as returns, allowances and things like that.
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And this is a little bit tricky, at least it's it's been tricky
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for me to remember sometimes what the difference between
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gross and net is. So I'm going to give you a
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little rhyme that helped me remember maybe to help you
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remember. Maybe it won't, I don't know.
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But remember it like this. That's how I remember gross is
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the most and net is what you get.
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So that little rhyme will help you remember.
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Gross is the most. So it's the big, it's the big
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number and net is what you get, it's the little number.
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So remember like that gross is the most, net is what you get.
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So those are different examples I can give you to help you
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remember the difference between gross and net.
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So it's just important that we lay a foundation of some of the
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terms that we're going to use throughout.
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Now why do we put so much emphasis on understanding food
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cost? Well, the reason that is, and I
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mean it's it's for obvious reasons, the lifeblood of any
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restaurant is the money, right. It's how much money you take to
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the bank at the end of the day. That's what keeps the restaurant
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open. That's what keeps the restaurant
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in business is money. The cash flow coming in and the
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money going into the bank is really what's going to keep your
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restaurant open and make it sustainable.
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Now, a lot of people think, well, I'm cooking for the
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passion does that. And the other If you're just
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cooking for the passion, that's not a good recipe for success.
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To keep the doors open on your restaurant.
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You have to have a certain level of business acumen in order to
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have a successful restaurant. If you're only cooking for
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passion, that could be a recipe for disaster.
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It's important to know how to calculate food cost, and it's
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important to know how to make good financial decisions when
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you're looking at your operation.
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Like I said, money is the lifeblood of the restaurant.
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What happens if there's no blood flowing?
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Well, basically you're dead or your restaurant's dead.
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So keep that in mind. Money is the flow, it's the
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lifeblood which keeps things going and operational.
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So you want to make sure that you're taking money to the bank.
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Something that I learned early on in my career as a chef is
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that you don't bank percentages, you bank dollars.
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Now we're all measured on food cost percent.
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And the reason that is, is because that's a good measure of
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how your overall performances. Lower food cost doesn't
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necessarily mean more money in the bank and higher food cost
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doesn't necessarily mean that you're not profitable.
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But we have to assume that at some point when you were opening
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up your restaurant with your investors, with your owners,
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with the banks, there was some form of strategy of what your
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estimated food cost number would be.
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Now, I want to dispel a myth that everyone seems to think
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food cost is around 30 to 35% or 25 to 35 to 40%.
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It's it's a myth. Every single restaurant is going
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to operate on a different food cost.
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So sometimes I've seen chefs, you know, kind of make fun of
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other chefs, like you're running a 38% food cost.
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I'm running a 30% food cost. And I've seen other shucks
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that'll say I've you're running a 19%.
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A lot of it has to do with the operation that you're running.
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The larger the operation and what the mix of sales is, is
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going to determine what your food cost percentage is.
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So I'll give you an example, what I mean, if you're running
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an independent restaurant, your food cost may be anywhere from
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25% depending on the type of food that you're serving, up to
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about 35%. Does that mean a 40% food cost
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is bad? No, not necessarily.
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Does that mean a 20% food cost is bad?
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No, not necessarily. I'll give you 2 extreme examples
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on both ends of the spectrum. If you are running a high end
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steakhouse, your food cost percent might be on the higher
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side. So you might be running a 40%
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food cost or 38% food cost. I've seen some places run as
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high as like a 45% food cost. It doesn't mean it's necessarily
6:10
bad. That's the business model.
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They're planning to run a 45% food cost, and that is due to
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the expensive meat that they're buying, but they are also
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charging a premium markup on that meat.
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On the flip side, a 20% food cost doesn't necessarily mean
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that you're ripping off the customer.
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It could mean that maybe you are a salad restaurant, which is
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less expensive than serving steaks, so you might have to put
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more volume in to make more dollars, but your food cost
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percentage looks really good. So two ends of the spectrum, not
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all food costs are 30%, not all food costs are 25%, not all food
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costs are 35%. A lot of that is determined on
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the type of restaurant that you run.
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If you run a big major Convention Center catering
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house, you might be as low as 15% food cost.
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A lot of that has to do with you're selling bottled water,
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you're selling gallons of coffee and iced tea that are extremely
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expensive and coffee breaks and things like that which drive
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food costs down. So places that like hotels,
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convention centers, conference houses that do a lot of
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meetings, coffee breaks and things like that, they tend to
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have a lower food cost percent, but they are also measured on a
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lower food cost percent. So keep that in mind.
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One size does not fit all for every type of restaurant.
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It's important to know that. So let's start out with the
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first thing. What is food cost?
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Food cost is the total cost of goods sold.
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So cost of goods in this case, is your food the total amount of
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money that you spent on food. So after you've done a elaborate
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calculation, that is the total cost of goods sold, also known
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as the consumption. Food cost percent is the percent
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of that consumption against the total revenue or the total
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sales. So food cost percent.
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Cost consumption divided by revenue or sales equals food
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cost percentage. That's the food cost percent
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which you are getting by first knowing your total food cost.
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So food cost, food cost percent, two different things.
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So it's important that you understand the distinction
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between those two terms. And again I'm going really basic
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because I have a a large audience that ranges everything
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from new cooks to experience executive chefs to experience
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executive chefs. Were saying, yeah, we know that
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already. Let's get to the point, bear
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with me, we're we're teaching everybody.
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So we we talked about total consumption.
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So here's how you figure out what your total consumption is
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for your food cost. You are going to begin every
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month with an opening inventory, assuming that you're carrying
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inventory on your balance sheet. So let's just say you have
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$100,000 worth of opening inventory.
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That could be everything that's counted according to your
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accounting practices and everywhere is different.
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Some places only count what's in storage, some people count
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everything. Best practice is I would only
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count what is not used and everything that was on the line
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for service, I wouldn't count. So that was just what I would
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do. But everywhere is different.
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But back at it, the opening inventory is what you're
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starting the month out with. Think of this as the amount of
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money in the bank that you started the new month with.
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Now that you've started with this opening inventory, anything
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that you purchase is added to that opening inventory.
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So as we said, you opened with $100,000.
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Let's say you added another $100,000 worth of purchases.
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That is the new number that you're working with, $200,000.
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I'm just using nice round numbers so everyone could follow
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me opening inventory plus purchases.
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Now the next thing that you have to do is you have to subtract
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anything that is transferred within your restaurant.
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So this could be if you're transferring.
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If you have a a big operation like a hotel with multiple
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restaurants, this might be transfers in in inter
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department, it could be transfers to other departments,
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it could be transfers to the bar like for examples the bartenders
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come and get lemons that might come off the food cost and go to
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the beverage cost balance sheet. Again these are just different
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practices in different places, not everywhere is the same but
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for the sake of contact you're opening inventory 100,000, your
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purchases another 100,000 and let's just say your transfers
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out were 10,000 then you're going to add, then you're going
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to add any transfers in. So this is people giving you
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things. So a lot of places.
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Again, it's different, but let's just say you're moving food from
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one restaurant to another restaurant or in some places
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people do count the liquor as food when it's added to the
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culinary inventory like wine or something like that.
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For example, depending on depending on where you work,
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everyone's accounting practice is slightly different.
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But let's just say anything that you're adding from other
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departments are transfers in this would be addition to your
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inventory. So again, I want you all to to
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I'm going to go slow so you all stay with me.
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You have $100,000 opening inventory plus $100,000 on
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purchase, minus $10,000 in transfers out, plus $10,000 in
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transfers in. So that kind of washes, but I'm
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using this as a very simple example.
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Then at the end of the month, what you're going to do is
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you're going to count your inventory.
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We talked about everyone's inventory system may be
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different, but the inventory system that you've deemed is the
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acceptable one, you're going to do an inventory count.
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That inventory number again just so we have something to play
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with, we're going to say that inventory is now $80,000.
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So now let's look at this example.
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You're opening inventory was $100,000.
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You added $100,000 in purchases. So now you're sitting in the
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bank with $200,000 worth of product, right, What you opened
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with and what you added. Then you subtracted that $10,000
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in transfers. Now that leaves you at 190,000.
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You added in the additional $10,000 in transfers in that
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again balances out. So now you're back to 200,000.
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Your closing inventory was 80,000.
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So if you have $200,000 is the number right now and you take
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away $80,000 what you're left with is $120,000.
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That $120,000 is your total consumption.
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That is basically everything that you consumed dollar wise in
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the month. Now now if you're not following
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me here, I'll explain it another way.
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If you have $100 in the bank at the beginning of the month and
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then you got paid and you got another $100 in the bank and at
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the end of the month you only have $80.00 in the bank, that
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means you used $120.00 of the money that went into your bank
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for the month. So hopefully that's a that's a
12:52
more simple way to explain it, but basically that's how you
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calculate the consumption. Now once you know the total
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consumption, now you can figure out what your overall food cost
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percent is for the month or the period depending on what kind of
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financial system that you are working off.
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Some people work off a 13 period a year, other people work off of
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a month end system. So every accounting system is
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slightly different. You're going to have to tailor
13:20
this to what makes sense for you and your operation, but in a
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nutshell, now that you've figured out what the total
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consumption is, you can divide that by the total revenue for
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the month to figure out what your food cost percentage for
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the month was. The next thing that you want to
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understand is what your individual food cost is per
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plate. So assuming that you have
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recipes for everyone, and This is why I encourage everyone to
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make sure that you have standardized recipes and
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everything is weighed out. If your recipes are accurate,
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you're not going to have 100% accuracy in your food cost.
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But if your recipes are accurate and they're costed out, you are
13:48
going to be closer to understanding what your food
13:51
cost is versus if you're winging it all the time and just saying
13:54
a little bit of this, a little bit of that, there's no
13:56
consistency. It's going to be very hard to
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figure out and how to manage your food costs.
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It's much easier if everything is weighed, costed and measured.
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So to figure out the the food costs of an individual dish,
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it's, again, it's not rocket science, but we're going to do
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is you're going to figure out the size of the portion of that
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particular item and then you're going to have to calculate it
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based off the original price of the item.
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So let's just say you're looking at an 8 out state.
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What you're going to have to figure out is what the cost per
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oz is. So in this case, if you have a
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state at 16 ounces, because there's 16 ounces in a pound, it
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costs you $16.00, so it's $16.00 a pound.
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We're just using this as an example because it's easy to
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calculate the math. That means every pound is $1.00.
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So to figure out the cost, you would say $16.00 / 16, because
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there's 16 ounces in a pound will give you your cost per oz.
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So in this case, $1.00 per oz. You're serving an 8 ounce steak.
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It's going to be $8. You're following me.
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You may be working in grams, So you're going to say if it's a
15:07
dollar an ounce, it's a dollar for every 28 grams because
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there's 28 grams in an ounce. You're going to do that for
15:13
every single ingredient on the recipe so that you could
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calculate what the total cost per dish is.
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Some people like to calculate it in batch recipes.
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So for example they might say this batch yields 10 portions
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and then they'll divide it by 10.
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So depending on how you're doing it, ultimately what you need to
15:29
find out is what your per plate cost is.
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That's going to require some math.
15:34
Get good at Excel. I would advise you just figure
15:37
out how to build excel sheets. Most chefs work off of Excel
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because it's the easiest thing to use when you're you could
15:44
program cells to add up the correct math formulas that you
15:47
need. So anyway, get the individual
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plate costs. So let's just say when it's all
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said and done, the plate costs $2.00 when you include the steak
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and the vegetables and everything else.
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Now, a lot of places will factor in a little bit of a waste
16:01
factor, because the fact of the matter is, you're going to trim
16:03
stuff off, you're going to trim off ends of this, you're going
16:05
to throw some away at the end of the night.
16:06
You're going to lose a dish here and there.
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Everywhere is different. Some people will add a 5% waste
16:12
factor, some people will add a 10% waste factor in their
16:15
recipes, and other people will just add a flat dollar amount to
16:19
the waste factor so they could calculate their individual plate
16:22
cost. I've done all three and other
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things as well, but I would say those are the most common
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practices when you're calculating an individual
16:32
recipe. Cost is to add either a
16:34
percentage for waste or to add a fixed dollar amount.
16:39
So now that you have the individual plate cost, the next
16:41
that you typically want to do is you want to find out, well, how
16:43
much should I sell it for? So let's just say something cost
16:46
you $3, right? So it costed you $2.
16:48
You added in a dollar for waste, so you round it up to $3.00 and
16:52
you need to figure out what to sell it at.
16:53
So what you're going to need to do, it's the first thing you're
16:55
going to do is you have your plate cost $3 and you're aiming
16:58
for a 30% food cost. When you do the calculation,
17:00
you're going to want to do that as a decimal.
17:02
So 30% as a decimal expressed is .3, so $3 / .3 will give you
17:10
$10.00. So that is roughly what you
17:12
should sell your plate act if you want to hit a 30% food cost.
17:18
Now every now and again you're aiming for a 30%, but it may be
17:22
way high or it may be way low. So 30% of something might only
17:27
be, you know, 3 or $4.00 and you're not going to sell that
17:32
particular dish at that price. So you might want to take it up
17:34
to $8 and run a very low food cost percent on it.
17:38
On the flip side, you might have a higher plate cost and running
17:43
it at 30% might kind of price you out and people might not
17:47
want to buy it. So you're going to run a higher
17:49
food cost on it. This is what's going to bring
17:51
you into what's called a mix of sales, right.
17:53
So you're going to have some items that are higher, some
17:56
items that are lower, but with the overall hope that in the end
18:00
it's all going to balance out to the 30% what you are aiming to
18:04
achieve. Now in order to figure that out,
18:06
you're going to need to do something called a theoretical
18:09
food cost. So theoretical food cost is like
18:12
the ideal target that your restaurant wants to achieve
18:15
based on the cost of ingredients, all the dishes on
18:18
your menu, your factory and waste theft, spoilage that that
18:21
fudge factor percent that we were talking about.
18:24
But nevertheless, it's a useful benchmark to figure out what
18:27
your actual food cost is. So the way to figure out
18:30
theoretical food costs is you kind of have to play a little
18:32
bit of a guessing game, or sometimes you're doing it
18:34
retroactively before your actual food cost numbers come out.
18:37
So the way you need to figure out your theoretical is you need
18:39
to know the individual cost of every dish, and you either need
18:45
to have the actual sales numbers of each dish or the proposed
18:49
theoretical amount of dishes that you're going to sell.
18:52
The way I would do this in a simple Excel spreadsheet is I
18:54
would total all of them up to save.
18:57
This is the total cost. This is the total sales of all
19:00
the dishes sold. Total cost divided by total
19:03
sales will give you a theoretical food cost.
19:06
Now it's not exact and it is theoretical.
19:08
So one of the things that you know, a lot of restaurants will
19:12
do these theoretical food cost exercises.
19:14
And it's kind of a trap for chefs too, because you could
19:17
look at a theoretical food cost and say, hey, my theoretical
19:20
food cost says I should be at 30%, but I'm hitting 35.
19:25
And so you go to your owners or you go to your manager and you
19:28
say, I don't know what's wrong because according to my
19:32
calculations, it's supposed to be 30%, but I'm hitting 35.
19:36
Well, I'm here to tell you if you're it's supposed to be 30%
19:39
and you're hitting 35, then either your calculations are
19:42
wrong or you're not managing your business.
19:45
People could be stealing. Your recipes might be costed
19:48
inaccurately, You might not be managing your kitchen as tight
19:51
as you think in terms of managing waste.
19:53
Your vendors could be ripping you off.
19:55
You might not be paying attention to price increases or
19:58
inflation as we talked about in the previous podcast.
20:01
So theoretical food cost is great, but you don't take
20:03
theoretical food cost to the bank, and most likely you're not
20:06
held accountable to theoretical food cost.
20:08
You are held accountable to actual food cost.
20:11
So use theoretical food cost as a good guide to guess where you
20:14
should be or to manage your business in the preopening phase
20:18
or the pre menu rollout phase. But.
20:21
Once things are done, what you should be looking at is your
20:23
actual food cost percent. Now, and I know I said this
20:26
earlier, you don't take percentage to the bank, you take
20:28
dollars to the bank. So I'm going to give you a small
20:31
example of what I mean. But we're going to take two menu
20:34
items, right? One is a salad and one is a
20:37
steak. And you'll ask someone, what
20:39
would you rather have a good food cost or dollars in the
20:43
bank? You'd ask someone, would you
20:44
rather have a 10% food cost? Or would you rather have a 40%
20:47
food cost? And a lot of shots are going to
20:48
be like 10% food cost. That means I'm doing great.
20:51
Not necessarily. Let me explain to you what I
20:53
mean. Let's just say that you have a
20:56
salad, and that salad costs you $0.50 to make.
20:59
So your total cost on the salad is $0.50 and you're selling it
21:03
at a 10% food cost, which would make it $5.00.
21:06
So you know $0.50 / .110 percent is going to give you your
21:11
suggested selling price of $5.00, so $5 for the salad.
21:16
For every salad that you make at a 10% food cost, you're making a
21:20
profit of $4.50. Okay.
21:24
So you have a 10% food cost, but you're only taking $4.50 to the
21:28
bank. Now let's take another example.
21:30
Let's say you're looking at a steak, and that steak costs you
21:36
$20 and you were selling it for $50, which is a 40% food cost,
21:41
right? $20.00 / .4 equals $50.00,
21:45
right? So again giving you reiterating
21:50
point on the map, so you have a $50 entree and it costs you $20
21:55
every time you sell one of those $50 entrees, those steaks that
21:59
cost you 20 dollars, 40% food cost, your profit margin on that
22:03
is $30.00. So for every steak that you
22:06
sell, you take $30.00 to the bank.
22:09
So you have to sell several salads to make the same amount
22:13
of money as selling one state. Think about the amount of Labor
22:17
that goes into that. Think about the amount of work
22:19
that goes into your service team to have to sell that many salads
22:22
versus someone that just sell one state.
22:24
Now think about it like this. You could extrapolate that up.
22:27
We talked about money. And the other one, would you
22:30
rather sell a candy bar or would you rather sell gold?
22:34
Right. So maybe your gold, you're
22:36
getting 50% markup and your candy bar, you're getting 90%
22:39
markup, but how many candy bars do you got to sell versus the
22:43
gold, right? And if you were making $1000 for
22:45
every gold transaction and you were only making $0.90 on every
22:48
candy bar transaction, you're going to see the amount of work
22:50
that has to go into each one, right?
22:54
So if you, if you follow me, you'll understand that at the
22:56
end of the day you don't bank percentages, you bank dollars.
23:00
With that being said, my caveat is I ain't your boss and I don't
23:05
know what you're measured on. Sometimes you are measured on
23:07
your food cost percent. And I'll tell you, in my
23:09
experience as a chef, a lot of times the reason owners or
23:14
general managers are so focused on the percentage is because
23:19
they are incentivized by the percent.
23:21
They're not incentivized by the dollars.
23:24
And usually that's because maybe there's an asset manager in
23:26
between or there's a middleman that's managing it.
23:29
And and a lot of times people aren't looking at the bigger
23:31
picture, which is dollars in the bank.
23:33
So again, I'm not telling you because I don't want you to go
23:36
back to your boss. They look at how much money I
23:38
brought in the bank. No, at the end of the day, you
23:39
got to do what you're measuring on.
23:40
I'm just, I'm just telling you as a strategy, if you're the
23:43
business owner, you want to have more dollars in the bank, right?
23:45
So if you have that freedom, that's the way I would look at
23:47
it. If you don't have the freedom,
23:49
well it's unfortunate because you're going to be managing
23:51
percentage versus dollars. And as we talked about earlier,
23:55
money is the lifeblood that keeps that restaurant open.
23:58
You want to increase the amount of money that's flowing through
24:01
going straight into the bank, right.
24:03
That's how you keep a profitable business running.
24:06
Now I know this is a three-part series on food cost.
24:09
I want to wrap this one up because we, you know, we're kind
24:11
of getting to the really boring stuff at least.
24:14
So when people ask me why haven't they done a food cost
24:16
podcast, this might be why. Because, you know, we're just
24:19
going to talk about formulas and it's somewhat rather boring.
24:23
Hopefully not still a 5 star podcast, but here's a story that
24:27
I would like to share with you. When I was a young chef and I
24:29
took over my first executive chef job, my chef was still in
24:32
the building. And in order for me to prove my
24:34
worth, one of the things that I wanted to do was I wanted to
24:37
demonstrate that I could lower food cost because I thought that
24:40
I'm, I'm bringing value if I'm lowering food costs.
24:42
So I did everything I could to buy, you know, less expensive
24:46
products, shape the portion, all these things which will cover in
24:49
the next podcast. And my my former chef came up to
24:53
me. I said, you know, what the hell
24:54
are you doing? And I said, what do you mean?
24:56
I'm lowering food costs. It's good for business, he says.
24:59
I'm going to tell you two things.
25:01
He says, no great chef. That's a household name out
25:03
there is a household name because they ran good food
25:06
costs. Not a one.
25:08
They're not writing books about chefs that ran great food cost,
25:11
he says. It's still about the food.
25:13
Make sure you're making delicious Food First.
25:18
Then he said #2. When you give them something,
25:22
they will always ask for more. So you lowered food cost 3%.
25:26
Where else are you going to lower it?
25:27
And I said, well, I don't have anywhere else to lower it, and
25:29
I've already done it, he says. Exactly when you've lowered it
25:32
this much, they're going to say what a great job, can you lower
25:34
it more? And when you can't, what's going
25:37
to end up happening is you're going to have bad months and
25:39
you're going to accidentally raise it and then they're going
25:41
to think you're not as good as you used to be, he says.
25:45
They will always push you to find more, so be careful
25:49
lowering your food cost too low to the point where you cannot
25:53
recover. Not only that, but if you work
25:54
in an environment where there's another chef coming in after
25:57
you, no chef wants to come in after the person that lowered
26:00
food cost to a detriment. And the reason that is, is
26:03
because they're going to walk into the place and they're going
26:05
to say, oh, I know how to fix this place, make better food,
26:07
you're serving shit quality. And then they're going to say,
26:10
oh, I can't because the reason food cost is so good and the
26:14
reason the owners are so happy with the amount of money that's
26:16
coming in is because we serve a a poor quality product.
26:20
So you're not setting up the person to come in after you.
26:24
Anyway, that's a little bit of a rant.
26:26
I always say you want to make sure that your legacy as a chef
26:29
is built off the food that you're making, not necessarily
26:32
the cost, right? Be careful, it's a slippery
26:35
slope. When you start cutting food
26:36
costs too far, then it's very difficult to get out of that
26:39
situation. Anyway, that is episode 2 on
26:44
understanding food cost. On the next episode, no more
26:48
formulas. Well, cost divided by sales.
26:50
I'll probably remind everyone of that.
26:51
But on the next episode, what we're going to talk about is
26:53
strategies that I look for #1 to lower food costs when you need
26:57
to. And if you have a food cost
26:59
problem, where do you look? Anyway, Thank you all very much.
27:03
If you want to support the show, make sure you leave five stars.
27:05
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27:08
make sure you go to chefspsa.com and show some love.
27:11
Get some of the books, they're Good for you.
27:13
Right? You'll get Smarter, Bad to Good
27:15
Chef, How Not to Be The Biggest City in the Kitchen, Line, Cook
27:17
Survival Manual, Culinary Leadership Fundamentals and
27:20
Kitchen Art of War. I do explain food cost a little
27:24
bit more in depth in the Culinary Leadership Fundamentals
27:27
book. So if you like this podcast, you
27:29
want to learn more about food cost, you'll get that book.
27:32
Thank you all very much. See you next week.
27:34
Hit the porno music.