Ajay Prakash

Yeah, thank you. I mean, it's been critical since the beginning. I mean, it started with James's upbringing and growing up in the space and wanting to really being on a mission to help the industry. And as we got started, you know, we wrote our core values in March 2013 and the main core value. was Make Mom Proud, which is really an ode to James's mom who helped us out a lot as we got started.

Yeah, thank you. I mean, it's been critical since the beginning. I mean, it started with James's upbringing and growing up in the space and wanting to really being on a mission to help the industry. And as we got started, you know, we wrote our core values in March 2013 and the main core value. was Make Mom Proud, which is really an ode to James's mom who helped us out a lot as we got started.

Yeah, thank you. I mean, it's been critical since the beginning. I mean, it started with James's upbringing and growing up in the space and wanting to really being on a mission to help the industry. And as we got started, you know, we wrote our core values in March 2013 and the main core value. was Make Mom Proud, which is really an ode to James's mom who helped us out a lot as we got started.

But the idea there was, you know, whatever you do as you represent yourself and you represent the brand, you know, you should be proud to tell your mom about it. Not just okay that your mom found out about it, but proud to tell them about it And that's a big distinction for us because that's how we want to treat our cleaning partners when we work with them.

But the idea there was, you know, whatever you do as you represent yourself and you represent the brand, you know, you should be proud to tell your mom about it. Not just okay that your mom found out about it, but proud to tell them about it And that's a big distinction for us because that's how we want to treat our cleaning partners when we work with them.

But the idea there was, you know, whatever you do as you represent yourself and you represent the brand, you know, you should be proud to tell your mom about it. Not just okay that your mom found out about it, but proud to tell them about it And that's a big distinction for us because that's how we want to treat our cleaning partners when we work with them.

That's why when we brought on valets, we knew that having valets be W-2 employees was not only is it better for the customer because they get a better experience, but it's way better for the valet. They get protection as employees. And frankly, it's been better for Rinse because we deliver a better experience to the customer.

That's why when we brought on valets, we knew that having valets be W-2 employees was not only is it better for the customer because they get a better experience, but it's way better for the valet. They get protection as employees. And frankly, it's been better for Rinse because we deliver a better experience to the customer.

That's why when we brought on valets, we knew that having valets be W-2 employees was not only is it better for the customer because they get a better experience, but it's way better for the valet. They get protection as employees. And frankly, it's been better for Rinse because we deliver a better experience to the customer.

And we've actually found a lot of our valets have become operators within Rinse and they've taken full-time jobs within Rinse. So You know, I think that idea of doing the right thing has always been pretty important since the beginning.

And we've actually found a lot of our valets have become operators within Rinse and they've taken full-time jobs within Rinse. So You know, I think that idea of doing the right thing has always been pretty important since the beginning.

And we've actually found a lot of our valets have become operators within Rinse and they've taken full-time jobs within Rinse. So You know, I think that idea of doing the right thing has always been pretty important since the beginning.

Yeah, absolutely. I mean, it certainly evolved over time. I think, you know, when we started early on, the calendar year was less important and it was more about just continuous progress and always doing better. And the way we used to do it was we would say we did 50 stops in a night. We would sit in a room and say, okay, what breaks when we get to 100? Okay, what breaks when we get to 200 or 500?

Yeah, absolutely. I mean, it certainly evolved over time. I think, you know, when we started early on, the calendar year was less important and it was more about just continuous progress and always doing better. And the way we used to do it was we would say we did 50 stops in a night. We would sit in a room and say, okay, what breaks when we get to 100? Okay, what breaks when we get to 200 or 500?

Yeah, absolutely. I mean, it certainly evolved over time. I think, you know, when we started early on, the calendar year was less important and it was more about just continuous progress and always doing better. And the way we used to do it was we would say we did 50 stops in a night. We would sit in a room and say, okay, what breaks when we get to 100? Okay, what breaks when we get to 200 or 500?

And so early on, you're really just trying to manage the complexity and make sure you can navigate it while maintaining an amazing customer experience. We've grown up a lot since then. And so now we're at a stage where what we do is we try to keep it simple. I think there's so many things we could be doing.

And so early on, you're really just trying to manage the complexity and make sure you can navigate it while maintaining an amazing customer experience. We've grown up a lot since then. And so now we're at a stage where what we do is we try to keep it simple. I think there's so many things we could be doing.

And so early on, you're really just trying to manage the complexity and make sure you can navigate it while maintaining an amazing customer experience. We've grown up a lot since then. And so now we're at a stage where what we do is we try to keep it simple. I think there's so many things we could be doing.

And something I say internally sometimes is there's a lot to do, but we don't have to do a lot. And what that means is that there's only a few things we have to really get right to have a successful year. And so what we have evolved to is at the beginning of the year, we start with a one-page strategy. And on that one-page strategy, we'll have an overarching company goal.

And something I say internally sometimes is there's a lot to do, but we don't have to do a lot. And what that means is that there's only a few things we have to really get right to have a successful year. And so what we have evolved to is at the beginning of the year, we start with a one-page strategy. And on that one-page strategy, we'll have an overarching company goal.