Garrett Mayer-Goot

In my world, agencies don't actually spend on advertising despite that's what they're supposed to be good at.

So for us, we reinvest almost all of it, but we're kind of starting to go into that next phase where we have to kind of prepare ourselves

to have the right trailing 12 months, the right trailing 24 months of EBITDA.

And so, you know, for us, we are profitable and we have a really nice business model.

It just depends on how aggressive I'm pursuing top line revenue.

And that also depends on our capacity, our recruiting function, the job market's hell right now, to be honest, like it's really, really difficult.

And so most of what we're doing right now is building for 2022 and then restaffing and reorging because we scale so fast.

Got it.

And it's not like, you know,

Right now, we're trying to grow 10% month over month.

So I try to use month over month because the cool part about using relative numbers when you think about OKR setting is your team can always reset.

So most people set goals in quarterly functions, and they use absolutes.

So we want to get X amount of revenue this quarter.

Now, the problem is if you have a bad month to start the quarter, you have to reset.

And nobody and then it's like you're losing.

So then you spend the next two months where your culture and the growth and the organization, how your team's approaching it goes down.

So what I like to use is relative numbers, because even if you miss, let's say in July, you only grew 8%.

Actually, it's easier in August to grow 10% because you actually like it has diminishing marginal return.

Um, okay.

Okay.