Cameron Herold

But if you have a management team whose answer to every problem is hire more people, if you're a leader who's trying to be very inclusive and make sure everybody's liked, you're going to be out of business. And that's happening faster than we think. And then if you're an employee who is worried about AI, AI is not going to replace you. but an employee who uses AI will replace you.

But if you have a management team whose answer to every problem is hire more people, if you're a leader who's trying to be very inclusive and make sure everybody's liked, you're going to be out of business. And that's happening faster than we think. And then if you're an employee who is worried about AI, AI is not going to replace you. but an employee who uses AI will replace you.

So you as an employee need to be really good at AI. You need to be learning AI. Even our COO Alliance members, any of the COOs who are members of the COO Alliance, not only do they get the normal two hour call every month with a different thought leader, we also have a one hour AI expert call every month.

So you as an employee need to be really good at AI. You need to be learning AI. Even our COO Alliance members, any of the COOs who are members of the COO Alliance, not only do they get the normal two hour call every month with a different thought leader, we also have a one hour AI expert call every month.

We have a different AI expert every single month presenting to our COO Alliance members so they can actually get more skills to bring into their company and to grow themselves. Those are the companies that are going to do well or that are the ones that are investing in their leaders, growing their people, getting rid of the waste, making the tough decisions.

We have a different AI expert every single month presenting to our COO Alliance members so they can actually get more skills to bring into their company and to grow themselves. Those are the companies that are going to do well or that are the ones that are investing in their leaders, growing their people, getting rid of the waste, making the tough decisions.

They'll do quite well or they'll certainly survive this tougher time. But the ones that are expecting stuff to go back to artificially low rates, you're going to get a wake up call. It ain't happening. It ain't coming.

They'll do quite well or they'll certainly survive this tougher time. But the ones that are expecting stuff to go back to artificially low rates, you're going to get a wake up call. It ain't happening. It ain't coming.

Well, this is maybe where some of the wisdom of age comes in as well. It's very hard for a 35 year old to understand that interest rates are not going to drop again because in their lifetime, interest rates have always been low. So now that interest rates are going up, they're like scared. Interest rates are going back to very normal. I went through three major economic downturns.

Well, this is maybe where some of the wisdom of age comes in as well. It's very hard for a 35 year old to understand that interest rates are not going to drop again because in their lifetime, interest rates have always been low. So now that interest rates are going up, they're like scared. Interest rates are going back to very normal. I went through three major economic downturns.

I was running a company during the 08-09 financial crisis. I was building a big company when the 2000 stock market crashed and the NASDAQ crashed by 78%. I was running another company just before I hired Kimball Musk when the stock market crashed in 1991 and 92 and we had a major recession. So I've built companies in these slow times already, right?

I was running a company during the 08-09 financial crisis. I was building a big company when the 2000 stock market crashed and the NASDAQ crashed by 78%. I was running another company just before I hired Kimball Musk when the stock market crashed in 1991 and 92 and we had a major recession. So I've built companies in these slow times already, right?

When you've done that already, you understand that it's a different way. It is kind of what you mentioned, the wartime versus peacetime CEOs. You need to operate a little bit differently. And the companies that are willing to do that and ready to do that will do well.

When you've done that already, you understand that it's a different way. It is kind of what you mentioned, the wartime versus peacetime CEOs. You need to operate a little bit differently. And the companies that are willing to do that and ready to do that will do well.

The ones that are fearful and kind of restricted or that don't cut fast enough and don't focus on the critical few things are going to find a wake-up call is coming. It's like anybody in North America who right now is saying, I'm only going to hire people that are based in the United States. You're out of business. You literally can't compete.

The ones that are fearful and kind of restricted or that don't cut fast enough and don't focus on the critical few things are going to find a wake-up call is coming. It's like anybody in North America who right now is saying, I'm only going to hire people that are based in the United States. You're out of business. You literally can't compete.

When my entire team right now, I've got two people based in the Philippines, two people based in Argentina, one person based in Pakistan, one person based in Ukraine, one in Texas, and one in Oklahoma. that's a pretty good global team, right?

When my entire team right now, I've got two people based in the Philippines, two people based in Argentina, one person based in Pakistan, one person based in Ukraine, one in Texas, and one in Oklahoma. that's a pretty good global team, right?

But if I was to say, no, they all have to be in the United States, I'm paying 80% more, 70% more, 60% more than I need to be, which is profit or gross margin that could be mine. So be very careful with how I be very careful with how you're thinking about your business and the decisions you're making around, around overhead and margins.

But if I was to say, no, they all have to be in the United States, I'm paying 80% more, 70% more, 60% more than I need to be, which is profit or gross margin that could be mine. So be very careful with how I be very careful with how you're thinking about your business and the decisions you're making around, around overhead and margins.