Daryl Kelly

What were you before? How much of a change was there? What? Your margins.

What were you before? How much of a change was there? What? Your margins.

So let me let me ask you, Chris, obviously, I know your story. But like, what was that paradigm shift? What was the transition? Or how did you level up?

So let me let me ask you, Chris, obviously, I know your story. But like, what was that paradigm shift? What was the transition? Or how did you level up?

I think what you saw in Todd is like, dude, this guy's a visionary and this is how visionaries operate. And so you started to realize like I needed to operate.

I think what you saw in Todd is like, dude, this guy's a visionary and this is how visionaries operate. And so you started to realize like I needed to operate.

Dude, you said prompted. I've actually never thought of that as a concept before. But if you think of all relationships, the quality of your relationship with people is based off your prompting.

Dude, you said prompted. I've actually never thought of that as a concept before. But if you think of all relationships, the quality of your relationship with people is based off your prompting.

And it's just like Chad GBT. If you ask a bad question, you get a bad answer.

And it's just like Chad GBT. If you ask a bad question, you get a bad answer.

I would say, I think a big piece too, is we always were thinking ahead. We always had a vision. We're always sharing the vision. So anybody who came into our business wasn't there for that opportunity. They were always there for what was coming. And I think that was what built our culture. I think that's what brought in the right partners.

I would say, I think a big piece too, is we always were thinking ahead. We always had a vision. We're always sharing the vision. So anybody who came into our business wasn't there for that opportunity. They were always there for what was coming. And I think that was what built our culture. I think that's what brought in the right partners.

I think that's what also gave us buy-in from employees because there was so much craziness. I mean, when we were in the garage and we had, what, 50? 53 employees. 53 employees.

I think that's what also gave us buy-in from employees because there was so much craziness. I mean, when we were in the garage and we had, what, 50? 53 employees. 53 employees.

You had to buy in to what we were doing because it was just smashed in there. And obviously, we were building a building at the time. And so people understood what was going on. But chasing that dream was always... Everyone was bought into that. Yeah. And if they weren't, they didn't last long.

You had to buy in to what we were doing because it was just smashed in there. And obviously, we were building a building at the time. And so people understood what was going on. But chasing that dream was always... Everyone was bought into that. Yeah. And if they weren't, they didn't last long.

Here's something interesting though. When I grew up, it was common to say, be a man of your word. Yeah. I realized like as a visionary, you can't be a man of your word. You got to be a man of your vision, right? Because if you're a man of your word, like you got to know how to fulfill on what you're saying. And as a visionary, you don't. You're just like, we're going into this darkness.

Here's something interesting though. When I grew up, it was common to say, be a man of your word. Yeah. I realized like as a visionary, you can't be a man of your word. You got to be a man of your vision, right? Because if you're a man of your word, like you got to know how to fulfill on what you're saying. And as a visionary, you don't. You're just like, we're going into this darkness.

And at the end of it, I'll tell you what's there.

And at the end of it, I'll tell you what's there.