Kevin Tawil

So he had to wait for 24 hours to hear it.

We were making our mistakes.

And yet the company was still growing.

So one of the geniuses of the search fund is if you buy a company that is growing, early, stable, and profitable, it can withstand the mistakes the young, new entrepreneurs will inevitably make.

And probably the biggest one, the biggest mistake we made, Will, was, well, we saw that wireless was growing fast.

we thought we were in the roadside assistance business.

So we defined ourselves as a roadside assistance company.

And this had meaningful impact to what we did and how we resourced and where we allocated our time.

And so probably in it, I don't know, six months, a year, and we decide, look, we've got this great channel distribution wireless.

Well, there are probably other channels of distribution.

Why not sell roadside assistance to automotive manufacturers, to insurance companies, credit card companies?

We know you can access roadside assistance directly through those channels as well.

And so Jim and I built a sales force and we started going after maybe half a dozen people with a leader and started going after those channels of distribution.

So it took us about a year or so to realize that this was a mistake.

We're effective at actually getting into talk to the companies and even we're able to bid on some RFPs and General Motors are called vividly.

But the big difference between these other channels of distribution and the wireless channel was it was a cost center.

Roadside assistance was a cost center.

It was something that these channels gave away for free and they would try to squeeze online.

on the providers so that they would minimize the cost of that loyalty benefit that they were offering.

Whereas for roadside assistance, the wireless carriers marked it up and made a healthy profit.