Jim Yu

Coach us up.

Teach us up.

This is great.

Excited to be here with everybody and share some of the lessons I've learned in terms of scaling and running BrightEdge at $100 million.

We built the business with about $50 million in primary capital.

It's been a long journey over 15 years.

This is the 18th year of running the company, so...

Lots of lessons learned, lots of getting punched in the head all the time, but a couple things that I've learned.

A big part of running at scale, I think, is really sort of how do you break up running your week, running your month, running your quarter, and ultimately, how you run your year, right?

And so a couple things I've learned, first and foremost,

In the early days of the business, you're really focused on how do you build.

So you're iterating, you're used to experimentation.

Once you figure out your product market fit and your core formula, it all becomes about how do you find this right balance between how you run and how you build.

The cadences are really good at helping you drive towards run, but you have to be very deliberate

about thinking about when are you going to drive the build of the business.

So let me tell you a little bit about sort of what I do, right?

So this is the Monday morning meeting, right?

It's a running cadence to really drive accountability throughout the organization.

It starts and runs through every part of the organization, right?

So the go-to-market function, starting from marketing and market dynamics, as you scale a lot of this, like you play in multiple segments, what's happening from a competitive