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Building a business is tough. It takes grit, never-ending days, missed family birthdays, and more coffee than you thought it was possible to drink.
Unfortunately, many business operators do all of this and see initial success but then - crickets! They hit a plateau or, worse, fall off the cliff entirely.
This is The Business OS, a show powered by JustCall dedicated to ensuring that you don't get lost in that Bermuda Triangle of irrelevance.
Join us as we talk to entrepreneurs, business leaders, and real-world operators - folks who know your struggles better than anyone else. They are also the ones with the knowledge and playbooks to help you succeed. Through candid conversations with our guests, we make sure you’ll walk away with actionable takeaways to help you think ahead and pivot fast.
True, building a business is tough - and you have to hustle. But it does get easier when you have a Business OS.
Evan Huck [00:00:00]:
Our strategy is to hire really good, smart people that are self motivated and are in it for the right reasons. And then, you know, obviously, you don't have to worry too much about micromanaging. And I think also, you know, you get the best performance from people when they're, they're energized and they feel good and they're healthy. So it's kind of a whole body approach to work, which means there's times where we're grinding, but there's also times where we need to, you know, take some time off and travel the world or whatever it is, so that people come back fresh and engaged and energized.
Kushal Saini Kakkar [00:00:34]:
This is The Business OS, a conversation powered by JustCall, dedicated to giving you the tools and knowledge needed to win your business. Conventional wisdom suggests that extroverts are the best sellers. Our guest today is proof that reality often leaves conventional wisdom in the dust. After briefly considering finance as a career, he gave in to the allure of sales, joining tech validate as the company's first salesperson in 2010. It wasn't easy at first, especially for an introvert. But while it started with him making cold calls and secretly hoping no one picked up, in less than five years, he would lead the sales team as the organization director of sales. After the company was acquired by SurveyMonkey, he would continue in this role, becoming the director of solution sales before moving to his current hometown of Jackson, Wyoming. This is where he would let his entrepreneurial dreams take shape.
Kushal Saini Kakkar [00:01:28]:
Today, his company, UserEvidence, stands out as a thriving B2B tech startup in a city known far more for skiing and the great outdoors. It has raised $14 million in funding and is a fantastic example of a company that balances sustainable growth with a great employee friendly culture. Something that conventional wisdom often suggests cant be done. Seems like proving conventional wisdom wrong has become a habit for him. Ladies and gentlemen, I am really excited to welcome our guest for today, CEO of UserEvidence, Evan Huck. Evan, welcome to the show. So great to have you here.
Evan Huck [00:02:04]:
Hi there. Thank you for having me.
Kushal Saini Kakkar [00:02:07]:
Awesome. So even before we sort of get into sales and entrepreneurship and all those good things, how does an introvert become a dj? Because I understand that's something you enjoy as well.
Evan Huck [00:02:16]:
Yeah, I do, actually. I started, I went to my first music festival, Coachella, sophomore year college, and I saw Deadmau, which is one of my favorite dj's perform. And I was like, that looks really fun. And the next summer we took some dj lessons in San Francisco. And yes, it actually works well for an introvert, you don't even have to talk to anyone, the whole party, and it's super fun. I'm glad I did it.
Kushal Saini Kakkar [00:02:42]:
So clearly you were able to find something where you had a lot of fun, but you still don't have to talk to too many people.
Evan Huck [00:02:47]:
Exactly. The music is so loud. It's all good.
Kushal Saini Kakkar [00:02:50]:
Awesome. So when it comes to sales, how does an introvert really succeed at it? And this is something I interestingly asked our co-founder, Gaurav Sharma as well. And he was on one of the earliest episodes of this podcast because he also sort of self identified as at least an introvert back when he started the company. It was also a journey for him. So I'm just curious, how does someone succeed in sales when they're an introvert, perhaps?
Evan Huck [00:03:14]:
Yeah, I guess.
Kushal Saini Kakkar [00:03:16]:
Yeah.
Evan Huck [00:03:16]:
And there's a lot of different types of sales. Like, for example, if I was in retail sales at a clothing store or something like that, I would probably be awful at it, because just going up to people and starting a conversation and stuff. But the type of sales I'm in, I would characterize as more high level, sophisticated enterprise sales, where we're selling five, six figure software that's relatively complex to a large group of enterprise buyers. And in that market, I think one of the best skills that you can have as a salesperson is listening, because it is important to build trust and build credibility and become a trusted advisor. And the only way to do that is really to have a good, fundamental understanding of the prospect's problem. And the only way to do that is by listening to them and asking good questions. So when I'm looking at reps in our world, we always use this term economy of words. Sometimes when reps get nervous, they start to just run on, and there's a lot of words and excitement comes out of their mouth.
Evan Huck [00:04:27]:
But some of the best reps I've found are just very thoughtful listeners where there's a lot of space in the conversation and they really get to the root of whether or not we can help the client. And I think that's one of the best ways to build trust.
Kushal Saini Kakkar [00:04:43]:
I honestly have so much respect and admiration for sales folks because it's really hard sometimes to listen and to provide valuable input at the same time. And when you're really on a demo or a meeting, or even if you're just consulting with customers, right, you sort of have to have both those levers going on while you're listening to that, but you also have a response or you know, you know how to keep the conversation going. Right. And for me, for instance, the closest parallel is when I'm hosting this podcast. I obviously have my research and my questions, but it's also gone being present during the conversation and asking the questions and, you know, taking the conversation ahead naturally. And that's not so easy for me. And I don't have my quota on the line here, right, at least on directly. But there's not for sales folks been doing that.
Evan Huck [00:05:31]:
Yeah, it's kind of funny. We have this concept in sales we talk about called the dummy curve. And ironically, when you're new at sales and you don't know much about the product or the industry or whatever, you actually can be pretty effective because you don't have much to talk about. And the only thing you can do is learn about the client. And then over time, you start to learn a lot more and you have all this product knowledge and you get excited about what you're doing and you want to get it out there, all this stuff, and then ironically. But that doesn't serve you well because then you're doing that at the expense of listening to how the conversation is going over time, of course, you learn how to marry the two and use all this great knowledge that you have to ask the right questions and then at opportune times build credibility by telling stories from customers about how you've solved that problem. But yeah, it's tricky once you start to get dangerous with product knowledge. That dangerous point where your talk time, if you look at the gong recording, can go 70, 80%, which is not great.
Kushal Saini Kakkar [00:06:33]:
Yeah, it really does sound like ignorance could possibly be bliss in a lot of cases.
Evan Huck [00:06:37]:
Yeah, it can be.
Kushal Saini Kakkar [00:06:39]:
And just going back to the whole dunning curve, you were right at the start of your entrepreneurial journey. At some point, where did this dream sort of start and when did it really become a foolproof plan?
Evan Huck [00:06:52]:
Yeah, I mean, I had had maybe a couple failed starts before. I had this one idea around basically paying prospects for meetings that I wasn't fully confident enough in it to go out on my own. So I essentially sold my idea to one of my friends, but still had a lot of equity in it and helped him on it. And that didn't really work. So it took, I've always wanted to start a business. I've just never had. It took a few tries to find a concept and a problem to solve that I was confident enough in to really kind of bet the farm on, you know, like when I started the company, I guess six or seven months later that my first, when our first child, our daughter was born. So, yeah, we wanted this one to work.
Evan Huck [00:07:38]:
And so we luckily picked a problem that was really close to us. You know, I had been a salesperson for a long time and felt this problem of prospects asking, hey, can you share examples of how this solution has worked for other people like me and my industry in my region or whatever it is, and not having good case studies and testimonials and customer evidence was a problem for me as a seller. And we figured since we felt it, and I knew my other friends that were sellers had felt it, it felt like if we could solve that problem, that would be a good business. So, yeah, I was always looking for opportunities and it just took a while to find something that I had good confidence and that was a meaningful problem to solve.
Kushal Saini Kakkar [00:08:23]:
I was going to ask you about the genesis, really, of UserEvidence, but I think you've sort of taken us through some parts of that. I'm just curious. UserEvidence is, of course, your first company. Were there any fears or doubts about becoming your own boss and how did you overcome those?
Evan Huck [00:08:39]:
Actually, now that I think about, my first company was actually in college. So remember we learned how to DJDE djed a bunch of parties. We did create a dj collective that was like eight dj's that would just ship out to different parties. And that was a lot of fun. So I guess there was some entrepreneurial background and spirit in there. But yeah, for this one, in starting it, my co founder Ray was actually kind of pushed me into this. It was really his kind of core. He was an enterprise salesperson as well, and his core idea to get us going.
Evan Huck [00:09:13]:
I also think having a partner, not all companies, of course, have co founders, but I've really enjoyed it, having someone to share that journey with, both the ups and the downs, and someone to bounce ideas of and developing complimentary and different skill sets has been a great experience and we have a lot of fun together as co founders.
Kushal Saini Kakkar [00:09:34]:
That's awesome to hear. I'm just curious, were there any challenges, really, in setting up a tech startup outside of the California or Texas bubble? And it's ironic I asked this because I'm based in India currently, and like we just talked about, the world is truly becoming global, but there still are certain bubbles here and there, right? Did you feel any challenges then? How did you overcome those? A little bit.
Evan Huck [00:09:56]:
I mean, it was during COVID so it had just started to become somewhat normalized to have a company outside of Silicon Valley. And granted, I'm very fortunate to have gone to Stanford University and then spent seven or eight years in Silicon Valley and San Francisco right in the middle of it. So I still had a very strong network in Silicon Valley, where a lot of our investors came from. It was interesting, though, in Jackson, where we live, which is a fairly small ski town of 10,000 people, talent was obviously a little bit of a constraint. There's not a whole lot of, if any, engineers, and if they are, they're just working remote for Google, skiing 4 hours a day or something like that. So it was tricky to find talent. We have ended up finding a lot of good salespeople here that come from cool backgrounds, ski guide, raft guide, sushi chef, all kinds of cool, diverse people. So, yeah, been able to eventually build a good office.
Evan Huck [00:10:54]:
We have seven people here in Jackson, and then the rest are kind of spread out. But, yeah, it was definitely an advantage to have spent some time in Silicon Valley and have been immersed in that. But I do think Covid created a pattern where it was more realistic and normalized to then take those Silicon Valley concepts out into different parts of the world where people want to live and have this work life balance.
Kushal Saini Kakkar [00:11:23]:
And really talking about work life balance and culture, a lot of companies talk about it, but very few, Ashley put it so prominently on their website. For instance, looking at your about section on the website and believe I saw powder policy, which was super interesting to me. I've never read about the powder policy before this, which we see when there's good snow. From what I understand as a founder, how do you maintain company culture? Because it seems to be very important.
Evan Huck [00:11:48]:
Well, it's easy to put it on your website. It is harder to limit and actually encourage folks to take advantage of the flexibility that we give them. Um, yeah, I think. I think one of the things is doing it leading by example and, you know. Cause you can have unlimited vacation, but if the environment is such that it's like, yeah, you're, you're on them, and it's like frowned upon when you take it, then that's not really a limited vacation. So, uh, you know, I try to. I try to, you know, live my own life. Like, I wanted to extend that to others.
Evan Huck [00:12:18]:
You know, for us, that means, you know, we might go down to moab and Utah and work from our sprinter van with our kids and that kind of thing. It might be if it snows a bunch, going skiing in the morning and just working later at night. So I think our strategy is to hire really good, smart people that are self motivated and are in it for the right reasons, and then obviously, you don't have to worry too much about micromanaging. And I think also you get the best performance from people when they're energized and they feel good and they're healthy. So it's kind of a whole body approach to work, which means there's times where we're grinding, but there's also ties where we need to take some time off and travel the world or whatever it is, so that people come back fresh and engaged and energized.
Kushal Saini Kakkar [00:13:06]:
Yeah. As someone who's lucky enough to lead people have been for a while now, I totally resonate with how important it is to really encourage and lead by example when it comes to really sort of maintaining your own personal lives and boundaries and all of those good things. And it's really true that when you're evaluating an employee, for instance, or productivity, there are so many factors that go into that, and you have to evaluate the individual as a whole and think about their mental well being, their physical well being, and try and encourage everyone to take care of those as well. Because the truth is, if you want people to really be at peak performance levels, they need to be happy, or I think in some level of acceptable happiness. However.
Evan Huck [00:13:49]:
Yeah. Especially, you know, for us, if we do this well, it's, you know, it's probably a, you know, five, six, seven year journey. Right. And so that is a, you know, that's a long race. Right. So, um, like any marathon, you need to pace yourself and, and have balance and have, you know, periods of call and periods of crazy and a mix of everything. So, yeah, yeah, we're, we're, we're in it for the long run. And so we, we try to, you know, approach the race in that way.
Kushal Saini Kakkar [00:14:15]:
And of that philosophy of thinking of it as the long run. I think for a lot of startups especially, or since companies in general, I think there's always a hunger and competitiveness, which I think is good. And not to say that those two can't coexist.
Evan Huck [00:14:30]:
Yeah, that's particularly tough for us. We raised our series a 18 months ago or something like that. Now we're in this stage that is this tough growth stage, going from two to 6 million. Wherever it does just get. It's harder, it's more work, it is more of a grind, and, yeah, so it is constantly a challenge to want to get more out of people. And everyone feels like we're starting to make some good progress now, so we want to double down on it while still maintaining our balance and our kind of chill vibe. It's not easy. Yes.
Evan Huck [00:15:08]:
And we will make mistakes on it. I think it's least important to have the awareness of both balance and this competitive grind. And I agree with you, they're not necessarily mutually exclusive.
Kushal Saini Kakkar [00:15:22]:
Yeah, Evan, also, just talking about the fact, like you said, you need to sort of balance so much. Your career, of course, has had a lot of three distinct stages where you would an individual contributor at some point, then a leader, and now, of course, founder and CEO. How did you have to shift mentally, I would say, to grow into each of these roles?
Evan Huck [00:15:43]:
Yeah, individual contributor was nice. It was actually one point in my career where I was leading a pretty big business unit at Surveymonkey after the tech validate acquisition, and then I moved to Jackson and just became an individual contributor. And it was great. I was the top rep and I took 30% of my day and it was lovely. So, like, I think it's nice to have experience, but leadership was an adjustment for me. Like, I did not, it wasn't like, natural, nor did I necessarily know what I was doing. But yeah, I had great mentorship. So, like, I do think, like, when you start to move up, coaching is so prevalent and accessible for an individual contributor.
Evan Huck [00:16:27]:
Sales enablement, you have training structured this. When you get to these higher levels, you don't have to seek coaching, but if you do, like, it can be transformative. Like there, there's a. Ray and I are working with an executive coach right now on some leadership stuff, just on personal stuff, communication. It's been immensely helpful. So I think you kind of have this almost like, as an interview contributor, I had this false kind of image of like, once you make it to leadership, like, you've made it and you're good to go. But the learning journey has just started and I think it's even more important to find really good, solid coaching and mentorship once you reach that leadership level.
Kushal Saini Kakkar [00:17:10]:
I think that's a really lovely way to think about being a founder. Right. In sort of thinking that that journey isn't really complete in the sense that we're always growing and evolving. And there's a lot to be said for having that sort of mindset and being open to learning and coaching. And I think I've worked on some of the best leaders as well. And one of the things they all seem to mention is having a coach to sort of go back to a sounding board, someone to rely on to help them with all sorts of things. But it's really nice to have people really just sharing their experiences so openly. I think it really makes it easier for so many other entrepreneurs who are thinking about similar challenges and how to overcome them.
Kushal Saini Kakkar [00:17:50]:
I'm also just curious. Right. Your sales career obviously would have brought you a lot, especially when it comes to dealing with people. What lessons do you think from your sales career really helped you in your founders journey?
Evan Huck [00:18:02]:
Yeah, I've learned a lot about myself through sales. I've learned that I'm actually inherently trusting and have a pretty optimistic, rosy view of both the world and by extension, individual people, which I think, I think overall has been a very, I've enjoyed that mindset just because it's more fun and cool to walk about the world in that way. However, that was a little bit of an adjustment in the lesson when I first got into sales because I was so trusting. I'd be like, oh, people would be like, oh, yeah, we're super interested. Give us a couple of weeks and we'll get back to you. Okay, good. Great. Sounds good.
Evan Huck [00:18:42]:
And after about 150 times of that, you start to realize, huh, maybe that's not what they mean, and I should help them be more honest and candid if it's not a fit. Right. So I think I've tried to marry this kind of optimistic, rosy view now with a little bit more discipline selling system that enables a more candid conversation where we can talk about if it's not a fit of. That was really important lesson for me when I started. Obviously, your goal is to sell more, and so you want to sell. And then I realized over time that especially the biggest difference was when I just used to be a salesperson, I would sell something, throw it over the wall to customer success or account management. Then it wasn't my problem anymore. Now, as a CEO, one of the most important metrics in our business is not retention and renewals.
Evan Huck [00:19:35]:
And so now, for real, I only want to bring on customers where I know we're solving a concrete problem. And I know it's a good fit because I have to chase down that renewal, and that's really important. But ironically, that attitude and approach, this kind of skeptical consultant, where you're almost making the customer work a little bit to prove that they are a good client, um, it does build trust and credibility and probably helps on the new business front anyway. So, like, what? What actually got to a point where I believe that I don't need the business and I'm only going to bring it on if I think we're, like a great fit, and I know we're going to wow this client, um, I think was like one of the most powerful, you know, evolutions of me as a salesperson.
Kushal Saini Kakkar [00:20:21]:
Yeah, I think that makes a ton of sense, right. That we have to have a more holistic view to the kind of customers and the kind of business that is right for us. And sort of, you know, I'm not gumption. I think even when you're early on in the journey of a startup to be able to say no to certain customers or leads, who you think won't be the right fit for you, because then you will have other problems in the funnel of those folks not converting or churning and all of those metrics that you also just mentioned. Right. So I think that's a step of courage in the right direction, for sure. I'm just curious. You also talked about the importance of humility previously when taking on leadership role.
Kushal Saini Kakkar [00:21:02]:
Is this something that you consider when you're hiring as well? What is your overall hiring philosophy and what do you really look for?
Evan Huck [00:21:10]:
Yeah, 100%. That is actually one of the primary characteristics is humility. The reason why is humility breeds that learning mindset. Otherwise, if you think you're all of that and there's no reason to get better because you're already at the top, if you have humility and the curiosity, I think, is probably the sister trait to that. That is the core follow along there, then you look at the world and see tons of upside, both in yourself and the company, and you put yourself in a position to go learn how to get there. So humility, I think, breeds curiosity, which breeds, really an environment where you can get better, which I think is absolutely critical in a startup. The other traits I look for, especially in leadership, that listening first approach is really important to me, at least on my leadership team. I've made errors in the past where, you know, it's executives that are impressive, but they just, they just suck up a lot of airtime in meetings and stuff like that, and it's hard to get done.
Evan Huck [00:22:22]:
So, yeah, I love folks that are thoughtful and listen and articulate, but also just like chill and fun and have a good sense of humor and are fun to work with. I think there have been times in the past where I sacrificed on that, and this time around, use your evidence. I think we've done a very good job of holding that kind of vibe sacred, and it doesn't feel like work because it's just you're working with a bunch of smart people that are also really fun, and it's a great environment to be in.
Kushal Saini Kakkar [00:22:57]:
It sounds pretty incredible. Evan and I read somewhere, in fact, I think it was the bios of one of our upcoming guests, that from her leadership POV, it was really important to have curiosity and then couple that curiosity with decision making power and authority and saying that, yes, I'm going to be curious about so many things and that's how we get our business to get better. But I will also sort of lead and show the direction by taking action and doing the right things at the right time. So I think humility and then curiosity and then sort of taking the right action. I think all of those seem to line up perfectly. I think when it comes to that part, yeah.
Evan Huck [00:23:37]:
I would say, particularly in a startup, indexing slightly more towards action is important because the more decisions that you make, the faster your rate of learning, because you're going to get feedback on each of those decisions and then you can obviously adjust. So that combination of an inclination towards action plus a curiosity to understand why you went wrong or why you went right and adjust based on that, I think sometimes you see people that have like, are a little bit scared because startups, you're always going to have incomplete information, right? You're always going to be 30% research, 70%. We'll see what happens. And if you take too long to try to get to a high level of confidence via research and testing and stuff like that, you miss an opportunity to just get it out there and see what happens. Right? So, yeah, I'd say early stage. Yeah, I look for folks also that are comfortable making decisions, taking risks as long as they are good learners and take the value of the feedback and learning from whatever that decision might have been.
Kushal Saini Kakkar [00:24:44]:
I have no proof points for this, but it seems like your company and your team has that psychological safety that they need to look at whatever data sources they have or trust their instinct, build a hypothesis, and then probably take decisions and experiments from there. Would you say that that's true of your team and culture? And is there a conscious effort to build it?
Evan Huck [00:25:06]:
Yeah, I mean, yes, there is actually scientific evidence of it in child development. Right. Like a toddler, for instance, that feels safe and has all its basic needs met and feels that they can make mistakes, is more likely to venture out and take risks and therefore learn faster. So, yeah, that is something we actively promote at UserEvidence. Is this healthy risk taking environment. What that looks like in practice is like, there are decisions that don't work out. In other words, they were the wrong decision, but the process was good. And what we want to celebrate is that process like that was a good bet.
Evan Huck [00:25:47]:
The outcome was not what we wanted, obviously, but the process and the upside of that bet and the learnings that we got from it was correct. I. So I think if you celebrate that, the process and have a terminology for that, it's a bad outcome, good decision, the decision was correct. The thought process behind it, the hypothesis was a good test. So I think if you have a language for it and you celebrate times where things might not, you might not get the outcome that you wanted, but you had the thought process was right, creates that, promotes that sort of safety, that people need to go take risk. If you slam someone because they get a bad outcome, then they're going to look a lot more hesitant and tentative and not want to go take that risk again. So, yeah, I think if you can create a culture and kind of name that culture and put words to what's going on, that is one way to create that safe environment that then promotes risk taking.
Kushal Saini Kakkar [00:26:46]:
I'm curious, if you had to do it all over again from the start, what would you do differently?
Evan Huck [00:26:54]:
Overall, I think we've done pretty well. I think one thing for entrepreneurs that I've thought of a lot, you think so much about one day when we sell our company for the odd million dollars or whatever it is, you think about this golden destination. And then if you think about it further, like, let's say that actually did happen, my hunch is that when they gave me that big checkout, I'd probably be like, oh, man. Like, the most fun part of the journey is now over. And so I think that is an important thing is to understand, like, this is the journey of the fun part. And as part of that, like, you're going to make mistakes. I kind of dodged your question. What would I have done differently? But I think it is important to recognize that I feel like we've done well.
Evan Huck [00:27:45]:
I think we're fortunate to be in this situation. I've enjoyed every moment of it. I wouldn't change anything, per se. But if there was one thing, if I had to answer the question, what I would say is just on the hiring front, just putting the bar even higher again, at least in my past career, I have made compromises on that. And I think it's. Yeah, as we've gotten better at it, I think it's one of our strengths is just having this really high bar, both in terms of the functional expertise, expertise needed to do the role, but also just someone that you enjoy working with that is just fun to be around. So, yeah, I would keep raising that bar.
Kushal Saini Kakkar [00:28:24]:
That's great to hear. And here's probably my last question for you today. I'd love to understand a little bit more about UserEvidence. And, you know, what problem is that? What's your hypothesis that you're solving?
Evan Huck [00:28:35]:
Yeah, you said you're a product marketer, right?
Kushal Saini Kakkar [00:28:38]:
Yes, one of my.
Evan Huck [00:28:41]:
Okay, cool. So, yeah, put your, put your b two b product marketing hat on for this one. Cause that, that is the audience that we sell to. So our customers are typically like, you know, B2B technology companies, maybe series BC, all the way up to Salesforce and gong and ADP and broadcom and folks like that. But the common factor is they all sell something expensive and high consideration in a competitive market. So if I asked you, why should we choose your solution versus someone else's, or can you give me evidence that this is going to work for me? That's a tough question to answer. Traditionally, the model is like, all right, let's go find one of the handfuls of case studies that we have and put it in front of you, and then hopefully that works. But the problem is, it is difficult to create that customer story content at any scale, particularly if you sell in a large enterprise.
Evan Huck [00:29:29]:
Getting a big bank to go do a case study is just tough. There's all this friction in the way of unlocking stories from your happy customers. What our product UserEvidence is designed to do is harness the voice of all these happy customers and users that you have and then package up this positive voice and feedback into good looking, elegant external assets and proof points, which might be testimonials or case studies from individuals or statistical evidence that might sound like 89% of customers saw ROI in six months or less. So it's a way to just use your customers to really prove or substantiate claims around the value that the product delivers.
Kushal Saini Kakkar [00:30:11]:
That sounds evidently useful, because you're right. It's not easy to get. As easy as it may sound, it's not that easy to get customer approved for case studies or any of those assets. There's an entire machinery that goes into place, and it's, I'm sure, so much more for enterprise companies, right. That scale of that problem and the kind of companies and customers they're dealing with then, is much, much more different from just one or two people companies. So it's much more different. Thank you so much for your time with us, Evan. This has been an incredible chat.
Kushal Saini Kakkar [00:30:43]:
I will take away the fact that I think you and the company seem to have a really good vibe, growth and culture and I think that's really something to celebrate. So thank you so much for your time with us today.
Evan Huck [00:30:55]:
Yeah, thank you for having me. Enjoyed the conversation.
Kushal Saini Kakkar [00:31:01]:
Thank you for listening to The Business OS. If you're looking for more resources on how to navigate growth, please go to justcall.io/thebusinessos And don't forget, the journey is easier when you have a business osite.