Adam Outland

But when we looked at it and we started having conversations, some of the things that we came to the conclusion of as we tried a few different models is that we realized our sales team was a little constrained with their creative ability in different ways they could sell.

And some of that constraint came from the fact that when we hired a salesperson, we also simultaneously hired them to coach.

And when a salesperson and a coach did a great job, we simultaneously asked that person to then lead a team.

And, you know, God forbid, they were actually great at leading a team.

We then added some extra responsibility to them.

And so then you wonder, you know, what is it that kind of maybe degrades the sales from some of these folks?

And it might be a little bit of a capacity issue.

It's something that our partners registered on a list about a year ago as one of their challenges.

So when we looked at the capacity issue on the other side, we also looked at our retention problem.

So something Dave just shared is, you know, it's a lot better if you can have a client

for 10 years than maybe a high-level client for one.

And I think there's a lot of value to that idea of longevity and retention in our relationships.

So when we looked at our client retention, it wasn't bad, but it definitely wasn't great.

We realized it wasn't due to the

coaching that we provided, but more due to the retention of our coaches themselves that could come in and come out.

In a sales model where you have a direct sales force, there's always going to be some turnover.

You want to reduce it.

You want to make it as little as possible.

There's always going to be some turnover there.

What you don't want