John Gafford

Well, speaking of which, I mean, dude, you've run up a giant business. Let's go back a little bit and talk about how you scaled. Let's talk about operationally scaling. How many people do you have now? How many employees do you have now?

Well, speaking of which, I mean, dude, you've run up a giant business. Let's go back a little bit and talk about how you scaled. Let's talk about operationally scaling. How many people do you have now? How many employees do you have now?

Well, speaking of which, I mean, dude, you've run up a giant business. Let's go back a little bit and talk about how you scaled. Let's talk about operationally scaling. How many people do you have now? How many employees do you have now?

What's more important in your business model is I always call it offense and defense, right? Because you need... Like, offensive money would be generating new relationships and generating new revenue channels, and then defense would be the developers that are making sure your clients get a good experience or constantly improving. What is your mix on offense to defense on your spend?

What's more important in your business model is I always call it offense and defense, right? Because you need... Like, offensive money would be generating new relationships and generating new revenue channels, and then defense would be the developers that are making sure your clients get a good experience or constantly improving. What is your mix on offense to defense on your spend?

What's more important in your business model is I always call it offense and defense, right? Because you need... Like, offensive money would be generating new relationships and generating new revenue channels, and then defense would be the developers that are making sure your clients get a good experience or constantly improving. What is your mix on offense to defense on your spend?

Well, I was going to say, because you've got to be in a place now where you're being approached at people that want to be part of what you're doing from an advertiser standpoint. Like you guys have got to be big enough now where, I mean, the inbound calls are probably greater than the outbound calls, I'm guessing.

Well, I was going to say, because you've got to be in a place now where you're being approached at people that want to be part of what you're doing from an advertiser standpoint. Like you guys have got to be big enough now where, I mean, the inbound calls are probably greater than the outbound calls, I'm guessing.

Well, I was going to say, because you've got to be in a place now where you're being approached at people that want to be part of what you're doing from an advertiser standpoint. Like you guys have got to be big enough now where, I mean, the inbound calls are probably greater than the outbound calls, I'm guessing.

But can't see, like one of the things I always talk about too, one of my favorite things to do is when we are going to get a new vertical, I simply find the best people that I can find in that vertical. And then I direct all of our existing, all of our existing client base to that vertical. And then when I can become more than 50% of revenue, wow. we become their partner is what we do.

But can't see, like one of the things I always talk about too, one of my favorite things to do is when we are going to get a new vertical, I simply find the best people that I can find in that vertical. And then I direct all of our existing, all of our existing client base to that vertical. And then when I can become more than 50% of revenue, wow. we become their partner is what we do.

But can't see, like one of the things I always talk about too, one of my favorite things to do is when we are going to get a new vertical, I simply find the best people that I can find in that vertical. And then I direct all of our existing, all of our existing client base to that vertical. And then when I can become more than 50% of revenue, wow. we become their partner is what we do.

So you can now do the same thing and acquire, like you can say, Hey, we'll push our people, your little product. And then if it's working, we can roll it. You can roll them up.

So you can now do the same thing and acquire, like you can say, Hey, we'll push our people, your little product. And then if it's working, we can roll it. You can roll them up.

So you can now do the same thing and acquire, like you can say, Hey, we'll push our people, your little product. And then if it's working, we can roll it. You can roll them up.

I think you're seeing that all over the place because it's like what Grant Cardone just did with Gary Brucka with the 10X thing. a little messy. Apparently that's now working out, but, but it's the same idea. It's the same concept. So let me ask you this. Let's change. Cause you got your people all over the place. You're remote.

I think you're seeing that all over the place because it's like what Grant Cardone just did with Gary Brucka with the 10X thing. a little messy. Apparently that's now working out, but, but it's the same idea. It's the same concept. So let me ask you this. Let's change. Cause you got your people all over the place. You're remote.

I think you're seeing that all over the place because it's like what Grant Cardone just did with Gary Brucka with the 10X thing. a little messy. Apparently that's now working out, but, but it's the same idea. It's the same concept. So let me ask you this. Let's change. Cause you got your people all over the place. You're remote.

Obviously you guys have a high standard for what you expect out of your people. How do you, how do you hold that standard and create a company culture when everybody is scattered? What do you do? How do you manage that?

Obviously you guys have a high standard for what you expect out of your people. How do you, how do you hold that standard and create a company culture when everybody is scattered? What do you do? How do you manage that?