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We share our thoughts and ideas on how to grow a business.
This year, six months in, January
to June, we lost only two clients
when we've been averaging, you know,
holding 20 clients as an average
number of clients in those months.
That's 10%, which is really good
because we went back and tallied
up those numbers for 2023.
In 2023, we lost 11 clients
total across the year.
Across the year, we were averaging
at that point, 16 clients.
A part of me wonders whether
there's some level of economy.
I, I, I kind of hate that when
small businesses are like,
Mm, the economy, the economy.
Because you're like, listen,
like, you're a small business.
Like, some macroeconomic factor
doesn't necessarily dictate,
like, what your growth is.
Like, we're talking about, like,
20 companies in the entire world.
Well, I would also say like,
I don't know if every company
is doing super well right now.
I think it is kind of
like a difficult time.
So you're saying I can't explain
it by saying, Oh, in 2024, like
companies Just look at the economy.
There's still tons of companies
that are laying off people.
You don't see layoffs when
the economy is super healthy.
Okay, this is a recap video, which
are going to be, um, or episodes,
which are going to be shorter.
quick recaps that are updates on
the monthly progress of our agency.
So just for folks that are maybe
subscribing to this on YouTube
or podcasts, uh, later, the
origins of this show started off
as us doing a grow in public.
Is that what people call it?
Build, build in public.
That's the trendy thing.
It's typically build in public, but in
this case we're doing grow in public.
Cause we're not starting from scratch.
I've learned that I'm a boomer and
I don't know, Gen z lingo including
the entrepreneurial versions
of this like build in public.
Are you a boomer?
Are you a millennial?
No No, okay.
Yes I'm definitely not, just for
the listeners know, I'm definitely
not actually a baby boomer.
That would be my parents.
But I'm very much a millennial
on the upper end of millennial,
so Yeah, build in public.
So, uh, I have more Gen Z terms that I was
almost gonna throw in there, but you're
gonna yell at me So I'm not gonna do that.
This video, this series, started off
as a build in public series Uh, we
sense repositioned to just, uh, a
marketing show where we talk about
marketing concepts, but there is a
segment of the audience that still
likes the updates and the recaps.
And they're good for us too.
They're, they're a good way for us to
kind of get a sense of the state of
the business, because without that,
you end up just spending every day,
like, you know, working off the to do
list and fighting the fires of the day.
And so these will be
the quick, um, updates.
This is supposed to be a June
update, but because we're
recording it a little bit late.
It's July 12th when we're recording it
You'll be seeing it days later We're
gonna just do June and July in one
because we know the July numbers We're
no we don't close new we don't start
new clients in the middle of the month
We only start them at the beginning.
So June and July update key thing
that we've been tracking and that
we started off is client count.
The previous version of this
show was double your agency.
We started at 17 when we, um, or 17
or 18, I guess technically I'm looking
at the numbers now in January of this
year when we started this show and the
whole goal of it was to double June.
We stayed at 21, which is if
you've listened to some of the
other recaps, 21 clients is about
what we've had for a few months.
We talked in the last update of the
May update of losing one of our longest
running clients, but it was kind of
a mutual parting of ways after four
plus years, which we thought was fine.
But July, uh, we closed a couple more.
One paid and one content to hit
23, and 23 is our all time, our
new all time high of client count.
Um, and we can feel it
from a day to day level.
Yes.
Starting, yeah, starting to
get a lot more stressful.
Just in terms of managing stuff.
And a key thing at 23 is just having
the team members to handle all of that.
Um, we are kind of at our limit
of what our team can handle,
um, or getting close to it.
And our existing strategists,
and we're trying to, um, continue
to grow and train our, our team.
Other strategists.
So we'll talk about that in a second.
But before that, I wanted to just
talk about numbers wise in terms of
client count and growth of the agency.
What's responsible behind that, that,
you know, from 18 to 23 and hitting
this all time, a new all time high.
And the big thing I want
to point to is churn.
We've talked about this in
many of the other recap videos.
We had an entire episode back
in the day when this series was
more, you can, you can look it up.
when it was more about building
public, we had an entire churn episode.
But in short, this year, six months in
January to June, we lost only two clients
when we've been averaging, um, you know,
holding 20 clients as an average number of
clients, um, in those months, that's 10%.
Which is really good because we
went back and tallied up, um, those
numbers for 2023 and 2023, we lost
11 clients total across the year.
Uh, and the, across the year we
were averaging at that point, 16
clients that we were engaged with.
So that is basically 69, almost 70%.
So 70 percent of the average amount of
clients we were holding, we lost, meaning
The fact that we stayed at 16, it doesn't
mean we lost 70 percent of business.
It means we were getting clients to fill
the hole, but it was just like churning
through them, adding some and losing.
And you're adding a little
bit more than you lose.
Um, but that's just not ideal.
Not an ideal way to grow as we
discussed in that churn episode.
So two out of 2020 means like
you're, we're on a run rate.
Halfway through the year of losing
only four instead of 11 when we're
averaging a decent amount, more clients.
And that is fantastic.
Why do you think that is?
Yeah, it's a good question.
I think our process is very
solidified at this point.
I would say that that is
definitely something to do with it.
So I would say.
In the first six months, I
think we do a better job setting
expectations from from the get go.
So in our sales calls, I know that's
something that we worked on a lot
last year was just vetting clients,
Better and then doing a better job
setting expectations around timeline.
I think that's a key thing.
Uh, and the other thing is I know we've
moved into doing some yearly contracts.
And so I think we have four of the new
clients that are on yearly contracts.
And so that obviously extends
20, how long they work with us.
Um, and yeah, I think just generally
we're seeing good results across us.
I, I don't know if we're seeing any
clients that are having massive dips.
I can think of like one where rankings
have declined in the last few months
and we're working on fixing that.
But I'd say overall growth seems
to be very steady across a lot of
our clients, even through the last
few months, which have been super
volatile because of All the Google
updates that have been released.
Yeah.
So that that's your answers
are on the agency side.
A part of me wonders whether
there's some level of economy.
I kind of hate that when small businesses
are like the economy, the economy.
Cause you're like, listen,
like you're a small business.
You, you don't need like some macro
economic factor doesn't necessarily
dictate like what your growth is.
Like we're talking about like 20
companies in the entire world.
Yeah.
Well, I would also say like,
I don't know if every company
is doing super well right now.
I think it is kind of
like a difficult time.
So you're saying, I can't explain
it by saying, Oh, in 2024.
Yeah.
I mean, just look at the economy ever.
There's still tons of companies
that are laying off people.
So I wouldn't say you don't see layoffs
when the economy is super healthy.
So yeah, I, that's why to me,
I want to focus on our own
business and what we've improved.
From last year.
A big thing on the yearly contracts is
how many of them are going to keep going
after a year if Anyone who's watched those
past episodes where we talked about that.
The whole hypothesis there is when we
did this churn analysis We realized that
clients who stay with us for at least 12
months stay with us for over two years
So we were like, oh, let's incentivize
that and we heavily incentivized it.
Our standard rate on the website is 10,
000 a month That's what the vast majority
of our clients pay So we said, if you
agree to a one year commitment, we'll
reduce it to 8, 000 a month, which is a
heavy discount, 20 percent for an agency.
A lot of agencies margins
are less than 20%.
Well, also we have to say that we,
we, we have since raised the pricing
on the yearly, because it doesn't
really make sense for us to, to give
that 20 percent discount anymore.
Now it's 10%.
So we do 9, 000 for the year.
Uh, mainly just cause we've
had a ton of demand lately.
So we're, we're kind of always.
on the edge of having too many clients
for the amount of people that we have.
And so anytime you have more
demand than you can handle, it
makes sense to raise pricing.
And I think that's kind of
where we're at right now.
And I would also say that's another reason
for the growth this year is We've had
a decent amount of demand like almost
every month I know was the last one or
the one before we talked about how it
felt like there was Slow growth on the
lead side, but I feel like even though
we haven't had a ton of conversations The
ones that we've had have been super good.
Very good.
Yeah, so So we're still
closing at a decent rate.
And so I i'd say it's a combination
of Setting better expectations,
delivering good results and
consistently getting leads.
So then that's the second half of what
I wanted to talk about today is now our
continued growth to continue to do this.
Like we can take on another one client,
two clients, three clients, but maybe
even three right now would be, but to
continue to do this through the second
half of the year and grow to 30, which I
think was like at least my internal goal.
I don't know if I said it on an
episode, um, at the beginning of this.
Show or series in January.
Um, that's approachable, especially
what, after we'll do the August recap
of if things fall where we think
they're going to fall, that's going to
be very approachable, but to do that,
we are going to need more strategists.
So, yeah, we, I mean, we can't even
talk about what we're doing right
now because I don't think it's maybe
normal for most agencies, but Davis and
I are like new, new accounts because
we don't have a ton of excess people.
You and I are filling in on.
The strategist side.
So in the beginning of working
with new clients that we're taking
on, they're, they're working
directly with us just because we
don't have a ton of excess people.
And then there's new people that
are shadowing us and we'll slowly
take over the responsibilities
of managing the account.
And I think that's how, that's how we're
going to grow from here because we have
a ton of our experienced strategists are
already accounted for on their accounts.
Yes.
And we don't have a ton of new strategists
and we're not going to throw a new
strategist directly on a new account.
And so in order to train a new strategist,
they shadow us for a period of months.
And then when we feel like we're
confident in their abilities, then
they start to take over more and more.
And they shadow us for months
after having been a writer
with us for even more months.
So just to sort of explain to everyone,
and this may be recap for some people,
we have basically two, key roles,
um, in terms of the delivery of the
content and the content strategy.
We have additional roles.
Um, amethyst who was on a previous episode
does, uh, are paid ads and analytics,
and then we have Elise who has been a
project manager that handles a lot of the
uploading and things like that for, um,
for us for a long time, but the two main
roles are writer and content strategists
in terms of delivering the content and the
strategy, every single content strategist.
Is a writer at heart, meaning
they had to start as a writer.
No one immediately starts
as content strategist.
We're, I'm pretty proud of that in the
sense that I think what a lot of clients
are annoyed by is agencies where they
just have like some new account manager.
Like the agency literally just like
hires for a role called account manager.
And that person steps in and they're
basically just a project manager.
And they're like figuring out how the
heck this agency works while they're
quote unquote, managing a client.
That's a terrible experience for
the client, because it's like,
pretty obvious these people
don't know what they're doing.
Clients tell us this, by the way.
They literally tell us.
We are tired of agencies where
we're handed off to someone who,
I'm just going to say this, like
client, because clients say it.
Don't shoot the messenger.
Is like a recent college grad, you know.
And they're just like, we got sold
by the founders and this person
doesn't know what we're doing.
Uh, what they're doing.
But for us, The person who's quote
unquote managing the account, the
equivalent of this like project manager
or account manager, is the content
strategist and that person is a writer,
meaning there is no intermediary
of a project manager talking to
the person who's like the expert.
The content strategists are the experts.
They have been a writer and
worked with another strategist
and written many pieces.
So they're an expert in how we write
content, how we approach the, the,
the keyword, how we do SERP analysis
to figure out what the intent is.
And they already have a sense of
what types of content work for
keywords and what keywords we do.
Then, the most promising of those,
well, I shouldn't phrase it like that.
Good writers, they have to be really
good writers to be a content strategist.
I can and should say that.
Well, and they also have
to want to do the strategy.
And they have to want to do the strategy
and has to fit into their lifestyle,
which we'll talk about in a second.
But like, they then, if they want to
and they have interest in the content
strategy, and, and we have interest in
that with them or whatever, we have that
conversation and say, let's try it out.
That's when Benji is saying there's
additional months of shadowing us
because what responsibilities increase
there instead of just writing.
Now they are responsible for the keyword
strategy, huge part of what we do.
You can Google pain point SEO
to see the basics of that.
And then, um, analytics.
And just like, which is like measuring
the leads, the multi touch model, Google
analytics, and then client management,
which is like client calls and dealing
with that, which we focus on a lot.
And so we run the client calls at the
beginning when there's a new person.
And, and, and when they see like
a total rhythm, the client's very
comfortable with them, where they're
very comfortable with the client.
Everything's happening.
They slowly take it over
very manual, very hands on.
So we've had some advice given, like,
I feel like some, you know, Sort of
folks that kind of, I don't know, have
given business advice when we just like
talk about this casually, they're just
like, Oh, like people don't understand.
They're like, how could hiring
be a growth limiter for you guys?
Like just hire, just like put
like a job posting out and
you're like, it's not that easy.
And there's a previous episode about
hiring an editor where Benji was
kind of You know, strawmanning that
side of the argument and me and
David were, for lack of a better
term, shooting it down rapidly.
But, um, the reason why we spend that
effort is one, we're obsessed with
quality of service to the clients
and, and we're not okay with just like
someone kind of mangling how the service
is and we're very hands on there.
But also, we did this
analysis before this recap.
Another reason is.
It pays off because we looked at
the average tenure, not average.
We looked at the individual tenures of
our five longest tenured strategists to
date, and they are 4.1 years, 5.2, 5.2.
Those two literally
started in the same month.
That's crazy.
4.6 and 3.4 is, uh, our youngest of that
group, or in terms of like tenure with
us, and they're, they're still working
with Grow and Convert, so three and a
half to five plus years and growing.
That's awesome.
It is awesome.
Also, considering we've only been
an agency for seven years, so most
people have been with us over half
the lifetime of the agency, that's
actually, that's interesting.
I never thought about it that way.
That's a really good point.
Um, so it, it, it's worth it for us
to spend a lot of time training and
working with strategists because.
Um, knock on wood, they're spending
a lot of time continuing to work with
us and working at grow and convert.
Um, so, so that's kind of where we are.
Like we have a bunch of writers,
David, um, was on a previous episode
and he's done an amazing job of just
like the recruiting, going through
applicants, the training process after
they pass our test project with him,
they then are basically continue the
test project on real life client pieces.
With a lot of coaching from either
combination of him, um, of one of
our other strategists, of me, of just
like coaching, coaching, coaching
to try to get them up to speed.
And again, the ones that are really strong
writers then move to strategist and they
become an editor for another writer.
And according to this data, lasts
with us for years, which is amazing.
But, it's kind of this, you get the
benefit because you put all that time
in, but you still gotta put the time in.
It's like a slow growth thing.
We can't, we don't do the thing that a
lot of companies do like tech startups
and then maybe other faster growing
agencies, which is like when you get a
bunch of client demand, you just hire
a ton of people and just go for it.
We're not comfortable with that.
And in a weird way, this is going to
sound funny, but I, I mean it carefully.
I think you would agree.
We, you and I are comfortable
with the fact that we're not
comfortable with fast growth.
Like we're, we're very
self assured on that.
Like this is something that we have
decided from a strategy level in the
business, like quality of client service
matters more than everything else,
more than growth and carefully curating
and coaching the team, making sure
that everyone is a culture fit, making
sure that everyone can do it well.
Um, and like giving them one on
one feedback, like we're just sort
of okay The limits of that because
that's really important to us.
Yeah, it kind of reminds me of
something I posted on Twitter yesterday.
I don't even know if I sent it to
you, but I got this ad for this agency
accelerator and it was positioned as
like the Y Combinator for agencies
and I was just making a comment.
Well, I was making a comment that I
just think that's horrible positioning.
What?
I, when you said Y Combinator
for agencies, I perked up.
I was like, Ooh, sounds good.
Oh, that's interesting.
I had the complete opposite reaction
because I don't think agencies
should be run like a VC business.
And so when I, when I see someone trying
to portray an agency as some high growth
business, I, I dismiss it because I
think that mindset is what's wrong
with a lot of agencies where exactly
like you're saying, most agencies care
about growth over quality of service
and will try to grow too quickly.
And hire quickly, throw people at problems
instead of actually taking the time to
solve the problems and then throwing
people at the problems that are solved.
And so yeah, I saw that and I
said, to me that seems horrible.
I don't, I don't want, I wouldn't
want to go to an accelerator program
that teaches you how to grow quickly
because I think From a client experience
standpoint, I think that it's those kind
of agencies that get themselves in trouble
where they, they grow very quickly.
They hire quickly.
And they, they hire on all these
junior people who are not very well
trained and then the quality of
service goes down and the reputation
of the agency also falls with it.
And so, yeah, I don't know.
That kind of speaks to just like
the, the difference in mindset.
I think for you and I, of course we want
to grow the business, but we also don't
want to sacrifice the quality as we grow.
And so we're very intentional
about the way we grow, who we hire,
even the clients that we take on.
I do wonder.
Sometimes the thought crosses my mind
of like, are these other agency owners
whose names are behind them, like not
embarrassed when some new employee like
mangles, like, you know what I mean?
Like, I feel like a big part of me is
like, I would be too embarrassed if we
just had like a bunch of people that
don't know what they're doing, just like
managing clients and giving like, I'm
just not okay with the idea of something
that says, I think part of the difference
is that we're still client facing.
So we're, we still have to
interact with the clients.
Whereas I feel like a lot of these other
agencies, the people who are in charge
are just kind of behind the scenes.
They don't have to hear from
the client that something
went wrong or bad experience.
And, and they're probably just more
of like the churn and burn agencies,
like where they have clients for three,
six months, a year, and then they just
They're constantly bringing in new clients
and that's how they grow, regardless
of like how big their churn rate is.
But it's just a different
type of business.
Like, yeah, maybe if we're solely focused
on ads and setting, like onboarding
new clients, didn't take as much time
and energy, we could be more like that.
But for a content business where
the results take months and the
initial investment on our side takes
a lot of time and energy, it's just,
it's just It doesn't really make
sense to be that kind of agency.
Um, last topic, the work environment and
why, what we're proud of and, and why
we think at least these five strategists
and our strategists in general are
staying for 70 percent of the life of
the company so far, but you know, four
or five years plus and counting, I guess.
And a lot of them watch this or listen
to the show so they can comment To
us at least on our slack and maybe we
could have like done a little survey and
asked them but i'm just going to give my
hypotheses like things that we're proud
of in terms of the Work environment that
allows someone to stay for a long time
what you and I talked about before we
started recording is a couple things one
is We think we pay pretty well you can
maybe yeah I mean if we look if we look
at like the pay for all the strategists
it ranges from on the very low end 50k
a year and the only reason it's 50k is
because those strategists are working
part time So I would say some of them
less than half time choosing to work part
time, which I'll talk about in a second.
And then on the upside, the people that
are working full time are somewhere
between like 110 and 130 K a year.
And so, yeah, there's
just a lot of like that.
That is something that we've always prided
ourselves on and then thought about doing
differently is that someone can scale.
Up their work to a full time level
and make a lot of money or someone can
work part time And either they have
their own business on the side Maybe
some of their own clients even Usually
usually it's not in the content space.
It's like doing something else, but we're
just other things happening in their
life yeah, or like yeah, some people
have They're also going to school and
so they're choosing to work part time
with us And then go to school for the
other time or some people have a family
and so they want to spend more time
with their family and not have to work a
full time job but still make good money.
And so, yeah, the work that we do
provides that flexibility in terms
of someone could just take on one
account and someone could work up to
typically four accounts as their limit.
And at that four account level,
they're making good money.
Well over a hundred thousand a year.
And the characteristics of the job
is what I wanted to talk about.
So that amount is what they're making in
a job that is fully remote, which we used
to say that, like it was a cool thing.
And then COVID hit and now like
everyone says that, although it's gone
back, most companies are like, we're
demanding in office again, we have,
we, we were fully remote before it
was cool before COVID, but also being
remote for other companies is different
because I would say we're remote first.
And I think that.
Is part of the culture, whereas like
some people say remote and then they
have like the thing on your screen to
make sure that you're working or like
you have to check in the morning or
you have to be on slack at all times.
And if you're not green, they're
like, what are you doing?
Where are you?
Culturally, it's very different.
Like for, for us, the focus is,
are you getting your work done?
Like, we don't really check
in on when people are working.
And so, yeah, That, that I think
is very different culturally.
So when he says we're remote first,
it means we have never had an office.
We will never have an office.
Benji lives in San Diego.
I live in San Jose, where the
burritos are better than San Diego.
That's not true.
And so are the waves.
And, um, You notice how Benji didn't
comment on surfing and just laugh, but
he definitely commented on the burritos.
You can see which one he's
really passionate about.
Well, you're also saying the waves are
better and you live in a landlocked place.
So, good luck with that one.
Santa Cruz, Santa Cruz,
you can drive there.
35 minutes.
Um, And, uh, so, so we've, so we've
never, so, so the culture that we've
built is like a company that is, and has
always been remote, but then what Benji
is talking about, some of this, like,
there's no, like, you have to be green.
You have to be online at these hours.
There's remote.
So there's flexibility in location.
Then there's flexibility in time.
It's also fully flexible hours.
What do we mean by that?
Yes.
If you are a writer, we mean that
literally, like, I'm not sure anyone
cares if you are a writer, grow
and convert when you could write at
any part of the globe at any time.
And if it's done, it's fine.
It also means that work process
wise, we have built systems and
processes that Are very conducive
to asynchronous communication.
Our core like project management
system happens in Trello.
The back and forth of
pieces happen in Trello.
I'll get to Slack in a second.
And so it's totally the
natural rhythm of working.
Doesn't demand necessarily that
you're online at the same time.
Like we have worksheets, we
have processes in Trello.
We have things like organized in a way
that it's like very conducive to that.
I think that's a subtle,
but very important part
because, because here's why.
I think there's a lot of companies that
like you're saying, they say like, Oh,
we're remote, flexible, blah, blah, blah.
Even if they don't do that big brother
stuff that you were talking about of
like something on your computer that's
monitoring you, or you have to be online.
Even if they don't do that,
let's say they don't do that.
The natural rhythm of just like
what the work is like, we're not
specifying what type of company,
but like how the work is done means
that you're going to feel excluded.
If you're not online, when everyone else
is online, if it's like a typical company
that like operates in meetings where like
all of the work is done in meetings and
everyone's just sitting in meetings all
the time, like who cares if they advertise
that it's flexible and you could go
surfing in the middle of the day or eat a.
Terrible San Diego burrito in
the middle of the day that has no
rice in it, which makes no sense.
Like it doesn't matter that you, that you
can do that because everybody else is in
meetings getting things done and you're
not going to advance in your career.
You're going to feel excluded from the
group because that's how work is done.
That's not the case for us.
Yeah, that's accurate in terms
of like the meeting culture.
I would say that's how very much how
most companies are, where they have
meetings scheduled all throughout the day.
So if you're not on your meetings,
you're, you're in trouble.
And for us, we just, we
rarely have meetings.
All of our meetings are basically
the first week of the month and
people are only required to go
to their own client meetings.
And other than that, we don't
really have team meetings.
And so most of the time spent
working is just doing the work that
you're responsible for, and you
can just do that whenever you want.
So, so then layering on top of
that is of course, reasonableness.
Let's be reasonable.
We do have Slack.
And when you're a content strategist,
yes, some level of overlap, reasonable
overlap is, um, useful in particular.
Like there is a monthly client
call, but the, so a lot of
our clients are in Europe.
Yeah, so are our strategists.
So I would say like, from
a time zone perspective.
Yeah, like in the morning for us,
people are ending their day in Europe.
And so there's, there's usually like
two to three hours of overlap in the
morning, just when people have questions
or maybe people ask questions yesterday
and we're getting back to people, but
then there's a decent amount of day
where like a good portion of our team
doesn't overlap when they're working.
Yeah.
And what I was going to get at is like,
because we don't have a set time zone,
like Benji and I are in Pacific time
zone, which is kind of the latest.
Um, there's like a couple more
folks on our team in either
California, Washington, etc.
And then, there's folks throughout the U.
S.
time zones, then into Europe.
If you're spread out that much
There, what are the set hours?
Like, I always feel weird that I'm
the latest or I'm slowing everyone
down because I'm like Pacific time.
Plus I have two small kids.
So the like times where I have to do
morning drop off, I can't like start
working until nine, nine 30 in the
summer because of the summer camp stuff.
And so it's like 1230 Eastern and
what like 5 30 PM for folks in Europe.
So I know everyone's just like, Oh,
Davis, like when are you going to respond?
So there is no set hours.
And so, but there's some level of overlap.
Now.
That's the second level of flexibility.
And then I think we're proud of,
like, we have a slack culture.
Like people are online, they can
communicate when they want to,
when they're, and there's some
like natural overlap, right?
Like we don't have a bunch of night owls
minus maybe David who like sometimes
just is like, I'm in Korea and you're
like, okay, and then, or he's like
somewhere else and he has to wake up
at 4am to do this, but that's David.
He does his own thing.
So, so then we have this other layer
of flexibility, which you started
getting at when we talked about
pay flexibility of amount of work.
And that I think is very rare.
And that's also intentional on our side.
Where does it come from?
One, it comes from the culture of who
we're hiring and what we're doing.
Content, content, writing.
A huge portion of those
people are freelance writers.
They have chosen a profession
where like, it's important
to them to have flexibility.
And then, so we've added that
where we're like, you can
scale up, you can scale down.
You want to get a master's,
which someone is doing.
One of our strategists is
doing in some other field, like
political science, whatever.
Um, he's going to listen to this and be
like, Davis, it's not political science.
It's like this other specific thing.
I'm going to feel really bad, but you
can do that if you are, you know, want to
spend time with family, you can do that.
If you have a nonprofit or a side hobby,
like you can do that and you can scale
up or down on flexibility of workload.
And I think what that enables is
for everyone, for most other typical
companies, why do people not stay
for years, four or five years?
Why is that not common anymore?
Because in four or five years,
your life circumstances change.
Yeah.
Yeah.
And if your company only offers a job
that's zero or one, like you're either
fully employed or not, a lot of people
end up quitting because they need to
like rethink things or like things
happen and they, and it changes, whereas
here they can scale up and down and,
and that enables us to continue that.
And that's hugely
beneficial on both sides.
They don't have to worry about,
You know, um, finding a new job.
And for us, all of our time spent
training continues to reap rewards.
We don't have to keep training new people.
So that's, that's the plus side
that we're really proud about.
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