Jim

The direction I want to take the company is to be the source of all premium outsourcing offerings for startups and companies.

And for now, we're starting off with support because we think it's the easiest and stickiest product.

I think when you get someone on with support, they usually stick around, based on the industry metrics, three plus years.

And that lends to pretty good LTVs, which helps us to fund other expansions to new verticals.

Correct.

Just being in the position where we hear people's pains helps us develop a mindset and unique, I guess, knowledge set based on industry needs at a given moment for specific people.

I think I come from a background, so I'm a former engineer at Uber, and I think one of the things that Uber did really well is scale really, really fast, really, really aggressively.

And just being in that space and seeing how it was done, I think that's where my personal interest and ability lies the best.

So just finding all the different ways to scale upwards.

A lot of things are still in the pipeline, but we're really targeting the scale pretty aggressively.

Our competitors usually hit the five to 10 million mark within five-ish years.

I'd really like to see us get it there within two to three.

About 40%, yeah.

The industry norm is around 30% to 50% in profit margins.

So if we're somewhere in that ballpark and we're able to aggressively grow and reinvest those profits for further growth through paid ads or through hiring either salespersons or SDRs, I think it scales very aggressively and pretty linearly pretty well.

It's not exactly facet levels of efficiency, but it's pretty darn close.

We're currently going to different agencies to figure out who is the best pitch for helping us develop either a paid ad campaign, outreach campaigns, or full end-to-end sales.

A year is superb.

So I think there's two sides of the marketplace.

We're effectively a marketplace matcher in the sense that there's a supply side and a demand side.