David Stewart

So it's kind of funny how that correlates.

The lower value client also tends to cause most of our problems.

So by reducing that, everyone's a little bit happier, honestly.

It's really exciting to hear how y'all are going about this because we're facing similar opportunities in terms of how we can grow faster.

And I think one of the things that comes to mind is focusing on what is right, not who is right.

And as we go through some of these transitions, although I might already know the answer or what I believe is the answer for how to grow a little bit faster.

Also moving a little bit slower to make sure that the whole team is on board and fully understands why we're making the change.

And so, again, we've changed significantly each year, it feels like.

I mean, every quarter feels like a year for us sometimes, feels like dog years almost.

And so making sure to bring the team along with all of those changes has been key.

And so as we look for opportunities, I'm already building out models to say, hey,

We're going to change the way that we service some of our clients.

We're going to change some of the responsibilities of the sales team because they want to serve their clients the best they can.

Also, in order for them to continue growing, for us to scale this company, they do need to drop some of those responsibilities and allow others to do it.

And so transitioning that slowly, making sure they understand the why behind it and showing them a model of, hey, when we make these changes, yes, in the short term, compensation might be adjusted a little bit, responsibilities, you might not have as much fun with this aspect of the job, but you'll be able to seize opportunity over here.

And in the long run, it's going to make the job a lot more fun for them and actually scalable in the long run.

I think just focusing on what is right and bringing the whole team along and making sure that it's transparent and honest in terms of why we're making these decisions and changes.

I think I definitely resonate with that.

And I think that that uniqueness that all of us probably have as leaders to tolerate a lot of hard work, creativity, bring it all together and to grow something.

I think making that scalable for dozens, if not hundreds of people is very different.