Rob Wiblin

Do you have any kind of, I suppose, perhaps a cycle where you set goals for like hire a particular number of people or send a particular number of messages and then you kind of evaluate that sometime later?

Yeah, yeah, yeah.

Are there any times that you've noticed that, say, like the communication or the management structure is creating problems and then we're able to reorganize things and fix things up systematically?

staff motivation and hr systems and benchmarking and salaries and that's all something we have deliberately i think deprioritized yeah i'll do it later on we're at a bigger scale makes sense where do you guys stand on the kind of delegation centralization thing like are there areas that are just kind of handled down the line and you don't you don't worry too much about them

All right.

Well, yeah, you've exhausted all the questions that I had.

So we could wrap up.

Maybe just last one is, do you have any book recommendations for someone in the audience who has enjoyed this interview and stuck with it through to the end?

Yeah, yeah, I can second that recommendation.

Yeah, I read that 10 years ago and really loved it.

I think, yeah, we have a lot of social science-y, economics-y sort of people in the audience.

So I think, yeah, if you're one of them and you haven't read this yet, go out and get it.

Well, yeah, thanks so much for taking the time and thanks so much for being adventurous and being willing to go and start something new.

Yeah, I really love seeing people go out into the world and actually try to make a difference on the ground.

It's very cool.

And maybe something we haven't covered enough on the show yet.

So hopefully we'll be able to possibly even speak to the charity entrepreneurship people or perhaps some other organizations that go through it over the years and hear from their successes.

And I guess actually also the failures.

Maybe we should talk to some people who start charities and then decide to shut them down.

Cool.