David Barrett

I think that we think that the path to growth is not so much by increasing sort of

uh, how much you extract from each customer, but just getting more customers.

And so I I'm much more focused on just massive scale than I am on trying to like, you know, squeeze harder.

Well, I would say that's, I mean, yes, you could say that in that sense of all accounting ultimately deals with, you know, numbers that have a dollar sign in front of them.

And so they're all very similar.

But there are differences there.

Like T sheet certainly has focused on making the best time role, sort of time tracking sort of software.

And it's not just about the numbers behind it, but it'll take a picture when you clock in, there's GPS tracking, there's a whole bunch of nuance around the space.

And so yes, it would be very easy for us to do shitty time tracking.

It'd be very hard for us to do time tracking nearly as good as they do.

Sure, yeah, this is my office here.

Oh, wow.

It's actually my daughter's birthday.

We rented this bus called the Tumble Bus, which is a whole gym that comes out, and it's just the whole thing that's going and playing out there.

Actually, all these books are my wife's books.

She's an opera singer, and so everything down here is classical music.

Everything up there is more history.

And so I'm more of a digital person.

I'm not much of a book person.

I guess I would have to say The Innovator's Dilemma.