Daniel Priestley

Yeah. And I got sued once. one of my co-founders was not getting along with one of the long-term employees and they were really locking horns all the time. And she came to me and she said, look, I'm just fighting with this guy all the time and it sucks and I'm really frustrated and blah, blah, blah. And I'd just gotten off of a long flight from Australia back to the UK, so I was so tired.

Yeah. And I got sued once. one of my co-founders was not getting along with one of the long-term employees and they were really locking horns all the time. And she came to me and she said, look, I'm just fighting with this guy all the time and it sucks and I'm really frustrated and blah, blah, blah. And I'd just gotten off of a long flight from Australia back to the UK, so I was so tired.

Yeah. And I got sued once. one of my co-founders was not getting along with one of the long-term employees and they were really locking horns all the time. And she came to me and she said, look, I'm just fighting with this guy all the time and it sucks and I'm really frustrated and blah, blah, blah. And I'd just gotten off of a long flight from Australia back to the UK, so I was so tired.

And I said to her, Look, here's the problem. This is a co-founder and director of the company. If you really object to working alongside him, I hate to say it, but you probably need to find somewhere else. If you're unhappy, you should find somewhere that makes you happy. And we can support you as long as that takes. We can help you find the right thing.

And I said to her, Look, here's the problem. This is a co-founder and director of the company. If you really object to working alongside him, I hate to say it, but you probably need to find somewhere else. If you're unhappy, you should find somewhere that makes you happy. And we can support you as long as that takes. We can help you find the right thing.

And I said to her, Look, here's the problem. This is a co-founder and director of the company. If you really object to working alongside him, I hate to say it, but you probably need to find somewhere else. If you're unhappy, you should find somewhere that makes you happy. And we can support you as long as that takes. We can help you find the right thing.

But if you're unhappy here because you cannot work alongside this guy... Unfortunately, he owns the company and he's a director of the company, right? Like he's not going to go. You need to find something that is your next move. So I just said this, 18,000 pounds. So I settled that for 18 grand because it was constructive dismissal.

But if you're unhappy here because you cannot work alongside this guy... Unfortunately, he owns the company and he's a director of the company, right? Like he's not going to go. You need to find something that is your next move. So I just said this, 18,000 pounds. So I settled that for 18 grand because it was constructive dismissal.

But if you're unhappy here because you cannot work alongside this guy... Unfortunately, he owns the company and he's a director of the company, right? Like he's not going to go. You need to find something that is your next move. So I just said this, 18,000 pounds. So I settled that for 18 grand because it was constructive dismissal.

Yeah, so I get to the point of having an ops person. And a good ops person, that's just what they do. No emotion. They've just done it. Let's say they used to run a Starbucks or a pub or a McDonald's or they used to run a travel agency or something. They've done this a hundred times or dozens of times before. That's why you hired them because they know how to run the business.

Yeah, so I get to the point of having an ops person. And a good ops person, that's just what they do. No emotion. They've just done it. Let's say they used to run a Starbucks or a pub or a McDonald's or they used to run a travel agency or something. They've done this a hundred times or dozens of times before. That's why you hired them because they know how to run the business.

Yeah, so I get to the point of having an ops person. And a good ops person, that's just what they do. No emotion. They've just done it. Let's say they used to run a Starbucks or a pub or a McDonald's or they used to run a travel agency or something. They've done this a hundred times or dozens of times before. That's why you hired them because they know how to run the business.

So typically they come to you And they say, hey, look, so-and-so is not performing. You know they're not performing. Why are you keeping them around? Because they were there at the beginning. And you kind of like have to have this kind of, oh, I'm sorry. And like, look, unfortunately, this is like we need to get someone in that role who can perform because they're not, they're dropping balls.

So typically they come to you And they say, hey, look, so-and-so is not performing. You know they're not performing. Why are you keeping them around? Because they were there at the beginning. And you kind of like have to have this kind of, oh, I'm sorry. And like, look, unfortunately, this is like we need to get someone in that role who can perform because they're not, they're dropping balls.

So typically they come to you And they say, hey, look, so-and-so is not performing. You know they're not performing. Why are you keeping them around? Because they were there at the beginning. And you kind of like have to have this kind of, oh, I'm sorry. And like, look, unfortunately, this is like we need to get someone in that role who can perform because they're not, they're dropping balls.

Okay, well, what do you want to do? Like, I want to performance manage them out. I want them out. I want to get someone proper in. Okay, fair enough. And then they go and do it.

Okay, well, what do you want to do? Like, I want to performance manage them out. I want them out. I want to get someone proper in. Okay, fair enough. And then they go and do it.

Okay, well, what do you want to do? Like, I want to performance manage them out. I want them out. I want to get someone proper in. Okay, fair enough. And then they go and do it.

How big was that business?

How big was that business?