Jeremy Miner

Do I know how to train salespeople to sell more? Do I know how to recruit top talent? Do I know how to do those things? Yes. So it's like you said, it's about bringing in the right people where you're weak in and hiring them for their strengths, right? Or making them your partner for their strengths and that really causes you to grow.

I think, you know, we're, we're at a level where it's like in revenue, you know, and I still compare my, I always compare myself to like Vivint. So I always still feel like a small ant, you know, like, Oh, 160 employees, like just so tiny compared to the space that we came from, you know what I'm saying? So but for our industry, that's big.

I think, you know, we're, we're at a level where it's like in revenue, you know, and I still compare my, I always compare myself to like Vivint. So I always still feel like a small ant, you know, like, Oh, 160 employees, like just so tiny compared to the space that we came from, you know what I'm saying? So but for our industry, that's big.

I think, you know, we're, we're at a level where it's like in revenue, you know, and I still compare my, I always compare myself to like Vivint. So I always still feel like a small ant, you know, like, Oh, 160 employees, like just so tiny compared to the space that we came from, you know what I'm saying? So but for our industry, that's big.

The biggest thing that we're working on is as we're scaling, you know, we're bringing in department heads. And sometimes, you know, you'll have some department heads that you fully trust. It's almost like every decision they make is just gold. It's money and it works. Then you have some other department heads where maybe they got into that position and they weren't as qualified.

The biggest thing that we're working on is as we're scaling, you know, we're bringing in department heads. And sometimes, you know, you'll have some department heads that you fully trust. It's almost like every decision they make is just gold. It's money and it works. Then you have some other department heads where maybe they got into that position and they weren't as qualified.

The biggest thing that we're working on is as we're scaling, you know, we're bringing in department heads. And sometimes, you know, you'll have some department heads that you fully trust. It's almost like every decision they make is just gold. It's money and it works. Then you have some other department heads where maybe they got into that position and they weren't as qualified.

qualified position and some of the decisions, you know, set you back a little bit. So it's finding that balance between, you know, still being able to run the business and scale and take a little bit of risk compared to being so corporate that, you just don't take any risk and it's more slow growth. So it's finding that balance.

qualified position and some of the decisions, you know, set you back a little bit. So it's finding that balance between, you know, still being able to run the business and scale and take a little bit of risk compared to being so corporate that, you just don't take any risk and it's more slow growth. So it's finding that balance.

qualified position and some of the decisions, you know, set you back a little bit. So it's finding that balance between, you know, still being able to run the business and scale and take a little bit of risk compared to being so corporate that, you just don't take any risk and it's more slow growth. So it's finding that balance.

I'm the, I'm the, I'm the founder of the majority shareholder. We have a CEO, right? A business partner. We have, We have CFO. Obviously, we have managing director, senior vice president, COO. We have the C-level executives. And then below them, in sum, we have a VP or director of those, like director of fulfillment. Above them would be the vice president of fulfillment. Same thing.

I'm the, I'm the, I'm the founder of the majority shareholder. We have a CEO, right? A business partner. We have, We have CFO. Obviously, we have managing director, senior vice president, COO. We have the C-level executives. And then below them, in sum, we have a VP or director of those, like director of fulfillment. Above them would be the vice president of fulfillment. Same thing.

I'm the, I'm the, I'm the founder of the majority shareholder. We have a CEO, right? A business partner. We have, We have CFO. Obviously, we have managing director, senior vice president, COO. We have the C-level executives. And then below them, in sum, we have a VP or director of those, like director of fulfillment. Above them would be the vice president of fulfillment. Same thing.

Basically, we have a CRO. Yeah.

Basically, we have a CRO. Yeah.

Basically, we have a CRO. Yeah.

I would still be the vision. I would still, yeah. I mean, I'm the face. I'm the visionary of the company. Yep.

I would still be the vision. I would still, yeah. I mean, I'm the face. I'm the visionary of the company. Yep.

I would still be the vision. I would still, yeah. I mean, I'm the face. I'm the visionary of the company. Yep.

More the integrator, yeah. Got it. More the integrator, the business guy that handles that kind of stuff. So when you have an idea, you know, they're going to go punch numbers with the CFO. Does it, you know, sounds like a great idea, but, you know, we punch the numbers like maybe it's not so profitable for that. So you have to have that.