Max Israel

But really, it was about plowing the revenue back into the business.

Do you know what I mean?

Yeah.

And so, you know, I was probably three years into it before I was taking money or four years into the business before I took a reasonable salary of, you know, $30,000 or $40,000.

Today, obviously, it's a lot more than that.

It's very successful, but that took a little while.

So we keep those cards pretty close to the vest, but it's a number kind of, you know, between 50 and 100, you know, globally.

And bear in mind, our clients are

companies like big pharmaceutical companies, banks, retailers, you know, insurance companies, that kind of stuff.

You know, what's interesting about this, and again, I'm sure this is a theme you hear a lot, is a couple of years ago we looked at the business and I just realized that what we had in terms of team and infrastructure, you know, we kind of pivoted and changed the business model.

And for the first couple of years, I'm not going to lie to you about this, visitors from another planet would have looked at my decision differently.

about what to do with this company and thought, oh, this is what earthlings do if they want to screw up their sales.

So we just flattened out.

And then sales started climbing again rapidly as big companies like that.

In what year?

Oh, this would have been about...

six years ago, seven years ago.

So about eight years ago, I made the decision I wanted to change completely the way we approached the business.

And now a year or two after that, we had done that and we're positioning ourselves in the market that way with this idea of design-driven feedback.

And sales totally flattened out.