David Royce

anywhere from seven to 10 times as fast as the traditional business model.

Most companies are growing at 5%, we're growing at 35, 50%, sometimes 100% like in the beginning when we could scale really, really fast.

And so studying Silicon Valley, I went toward Facebook and Instagram, toward Tesla's facilities, toward Nike, toward Google.

And I got a lot of ideas about how to build a really great facility in order to recruit the right talent.

Because talent was my biggest fear going, okay, the key aspect of this growth model is the sales force.

How do we attract the right talent so that we can create this machine and continue to grow nationally into 5,000 cities or whatever?

So we built a killer headquarters.

We had an NCAA basketball court.

We had a golf simulator, a movie room, ping pong, foosball, you know, air hockey, all that kind of thing, pool table.

And we started doing like these really cool events.

Now we had a space that we could have like Dan Reynolds from the Imagine Dragons come play for us, or we could do a charity event with an NBA player that might do a three point shootout or something.

uh we could have really good all hands-on uh meetings you know we have like professional author business authors come in and speak to us and then we started doing things like we got a jazz suite you know with 36 spots uh you know so we could have people from our company sign up to go watch the nba games

And then retreats.

That was another thing we got really crazy with.

So we would initially start out just off in Hawaii.

And then we're like, all right, let's do Caribbean.

And then it became like, well, what about Thailand or what about Egypt or Africa?

And so we would take the top five to 10 percent of salespeople out or our operations managers to these places.

And we just we learn one when we set goals.

and learn best practices from each other.