Ian Myers

If I go look at some of our clients that own landscaping businesses or that own storage companies, they're not really using it at all. So... I think what we will see is a fast adoption by the always fastest adopters, which are startups, but a much longer tail adoption for other businesses over time.

If I go look at some of our clients that own landscaping businesses or that own storage companies, they're not really using it at all. So... I think what we will see is a fast adoption by the always fastest adopters, which are startups, but a much longer tail adoption for other businesses over time.

It's an interesting question. I have experienced it at various points in my career, and I'm also not experienced at all in various points in my career. So an example of this is I worked a lot in Japan, and the Japanese professional structure is extremely hierarchical.

It's an interesting question. I have experienced it at various points in my career, and I'm also not experienced at all in various points in my career. So an example of this is I worked a lot in Japan, and the Japanese professional structure is extremely hierarchical.

your age is almost the most important thing about you your ideas your initiative your drive your success your track record plays a somewhat minor role in your ability to succeed inside large organizations relative to tenure which is another way of saying age and so

your age is almost the most important thing about you your ideas your initiative your drive your success your track record plays a somewhat minor role in your ability to succeed inside large organizations relative to tenure which is another way of saying age and so

In societies like that, I encountered something that caused me frustration and put me on the path to entrepreneurship, which was you're not looking at my ideas and my results. You're looking at how old I am. That was something I couldn't personally tolerate. Now I became a CEO when I was 26. I had a team of 30 people.

In societies like that, I encountered something that caused me frustration and put me on the path to entrepreneurship, which was you're not looking at my ideas and my results. You're looking at how old I am. That was something I couldn't personally tolerate. Now I became a CEO when I was 26. I had a team of 30 people.

By the time we exited the company, most of my leadership team was 10 years plus older than me. And I worried about that sometimes, but it never manifested itself. I think nobody ever saw really age. And today I am still the youngest person on our leadership team at Oceans, but it's pretty varied and pretty diverse, both in terms of gender and in terms of age. And. It's a great thing.

By the time we exited the company, most of my leadership team was 10 years plus older than me. And I worried about that sometimes, but it never manifested itself. I think nobody ever saw really age. And today I am still the youngest person on our leadership team at Oceans, but it's pretty varied and pretty diverse, both in terms of gender and in terms of age. And. It's a great thing.

You have a lot of perspectives that are extremely experienced. There is some knowledge and decision-making and instincts that just come with experience, which is another, again, way of saying age. But there's also... the challenging, the fresh, the kind of new perspectives that can come from youth that are important.

You have a lot of perspectives that are extremely experienced. There is some knowledge and decision-making and instincts that just come with experience, which is another, again, way of saying age. But there's also... the challenging, the fresh, the kind of new perspectives that can come from youth that are important.

And so I built a culture where age is not really a factor in anything that we do because that's important to me, but I have experienced it before.

And so I built a culture where age is not really a factor in anything that we do because that's important to me, but I have experienced it before.

I would say it is an interesting business in the sense that we field a lot of interesting questions that come across as ignorance issues. But in reality, most of the time are simply a lack of exposure or experience working with cultures abroad. Our team is over is, I think, 76 percent women. So it's a very dramatically different ratio than most companies, even at the leadership level.

I would say it is an interesting business in the sense that we field a lot of interesting questions that come across as ignorance issues. But in reality, most of the time are simply a lack of exposure or experience working with cultures abroad. Our team is over is, I think, 76 percent women. So it's a very dramatically different ratio than most companies, even at the leadership level.

That is true. And I'll give you an example of this. A guy came to us a few years ago and he said, look, I love an EA Plus. I'm really struggling with the operations of my business. I run an investment company. But he really needs to be a guy because I think my wife really wants it to be a guy. And that was a new one for me.

That is true. And I'll give you an example of this. A guy came to us a few years ago and he said, look, I love an EA Plus. I'm really struggling with the operations of my business. I run an investment company. But he really needs to be a guy because I think my wife really wants it to be a guy. And that was a new one for me.

In terms of gender preferences, we oftentimes have had clients say, you know, I would like, and this is a real thing that happens. People say they're going to be interfaced with clients. So I'm a, you know, an attractive woman, EA plus.

In terms of gender preferences, we oftentimes have had clients say, you know, I would like, and this is a real thing that happens. People say they're going to be interfaced with clients. So I'm a, you know, an attractive woman, EA plus.